Tag Archives: Houston (Texas)

Tech Talk: Firm Uses Backup for Accountability

VAALCO is a Houston-based energy company that explores, develops and produces crude oil and natural gas. It’s a small, but publicly-traded company with 20 employees in Texas and more worldwide. Robert Walston, IT supervisor of VAALCO, says that moving to an online backup service helped the firm comply with regulations regarding accountability of financial data and allay disaster recovery concerns Elizabeth Wasserman: What type of data do you keep? Robert Walston: The critical data is the financial data. And recently, in the last year or two, we implemented Microsoft Exchange server so we have all of our e-mail data also that would be critical. Wasserman: Why did you look for a new backup solution? Walston: We are a public company and we were introduced to the Sarbanes Oxley requirements. Even though we’re a pretty small company, our market cap is big enough to make us have to abide by the same regulations the large corporations. In late 2005, we were basically backing up everything to tape drives. I was hand carrying them to my house at the time. Once we were introduced to the Sarbanes Oxley regulations, we knew that wasn’t going to cut it. It didn’t meet the standards for accountability and so we had to come up with a solution pretty quickly. That’s when we started looking into an offsite, online type of backup. We went with Netmass, based out of Dallas, with Asigra software. Wasserman: How does it work? Walston: We downloaded a client and it backs up our computers over the Internet. It’s all encrypted, so it meets the securities standards and accountability standards we need. Basically, each night a couple times a week, we rotate between the accounting/purchasing and Exchange server. It’s really easy to set up. Every night at a certain time, it backs up our servers. Wasserman: You’re based in Houston, which was hit pretty hard during Hurricane Rita. Does this give you peace of mind during hurricane season? Walston: The main concern was with our auditors at the time. They didn’t know where I lived and whether I lived in a flood plain. I, myself, wasn’t concerned. Our offices are located on the third floor of a three-story building. Having said that, it does provide peace of mind. That’s for sure. If something were to happen, a disaster in our building itself, we would be able to get these backups from a remote location and restore then in a matter of hours if we had the right hardware.

10 Money-Saving Technologies

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“Strap in, it’s going to be a bumpy night,” to quote the immortal actress Bette Davis. More than a famous movie line, it could also be used as a metaphor expressing the rising anxiety among business owners as the economy seems to sink a little further into recession each day. For most organizations, IT is major piece of the pie when financial managers look at their operating costs. When it comes time to make cuts, it may seem like the low-hanging fruit because it’s such a big target, but think again. Chances are the IT budget doesn’t need to be cut. “IT budgets for small to mid-sized businesses are always tight, even when the economy is good. So in lean times, it’s less likely there are that many opportunities to trim back costs,” says Jim Browning, a senior research analyst from Gartner, of Stamford, Conn. That being said, it may be time to re-evaluate how that money is being spent and reshuffle priorities according to which technologies will actually pay for themselves and help the bottom line. Technology choices can save $$$ There are countless ways technology can save organizations money. After all, technology is meant to be a tool and by definition is supposed to increase efficiency which always translates to saving money. However, there are a number of areas where the IT department can be especially helpful in giving the budget an assist in this economy. As small to mid-sized businesses take inventory of their technology choices, here are some technologies that can translate to big buck savings. Counter rising costs due to fuel prices. With oil hovering at $100 a barrel, it’s a good time to get the company’s road warriors off the road as much as possible. Look at ways to meet and collaborate online as an alternative to face-to-face time. Increase productivity. Which technologies are allowing employees to get their work done faster or be outsourced altogether? IT managers have become very good at pinpointing those opportunities, to be sure. An area more likely to be untapped for improvement, however, might be in taking a look at which technology choices and strategies can be fine-tuned to run faster, involve fewer steps and give more ease of use to employees. Decrease maintenance time on the network. “Years ago, it used to be if the network was down it didn’t really interrupt getting business done. Nowadays if the network is down, your business is down,” says David Robertson, president of Covenant Technology Services, an IT consulting firm based in Houston, Texas. In addition to keeping downtime to a minimum, businesses need to seek out more automated or turnkey solutions that require much less human involvement. The best way to do that is too offload as much of the infrastructure, as possible. Fewer boxes on the network translate to less time taking care of it. Lower utility bills and other operating costs.Servers, PCs, printers, and hardware appliances of all varieties have one thing in common: they all run on electricity. Even with that little energy star logo, a lot of gear can run up massive utility bills, especially when you factor in the extra air conditioning needed to keep all those appliances from overheating and breaking down. Again, downsize the number of appliances and the accounting department will see big dividends. 10 technologies that can save money The mandate to save money may be clear, but which technologies actually pay for themselves is a tougher call to make for many businesses. Here are ten options that many small to midsize businesses are trending towards and reaping significant financial rewards. Dumb terminals or thin clients. It’s not the right solution for every user in the company. But for the average staffer who just needs Internet access, e-mail, and access to key applications and databases to do their job, a cheap alternative to the desktop is a dumb terminal. Store all the computing power on the server where it is consolidated in one place for easy control, stricter security and less maintenance. “I’m surprised more companies aren’t doing this. I’ve seen midsize companies save as much as $15, 000,” says Browning. Virtual Private Networks (VPN). “If you have multiple offices and haven’t switched from using WAN to using a site-to-site VPN, then you either have extreme security needs or you’re wasting a ton of money,” says Robertson. Virtualization Software. Virtualization separates the server from the operating system. Translated, that means servers can be used more efficiently hosting and replicating multiple applications. Such optimization means a business can do more with fewer servers. Companies can save tens of thousands of dollars buying fewer servers, requiring less power and fewer pairs of hands to manage it. Scanners. This tip comes from Chad Washburn, responsible for onsite IT at the Naples Botanical Garden in Florida. “It’s taking awhile for the staff to get used to the idea. But we’re using our scanners to cut down the costs of mail outs. It’s much cheaper to scan something in, convert it to a PDF file and e-mail it out than pay for all that paper and postage,” says Washburn. Web conferencing. Thanks to voice over Internet protocol (VoIP), meeting face to face via Web camera and even collaborating and manipulating presentations in real-time has become a much more mature technology in recent years. It’s cheap, easy to use, and beats a three hour lay over in Atlanta anytime. Software as a service (SaaS). “SaaS is just beginning to have an impact, but it’s likely to have a huge impact on small to mid-sized businesses in the future,” says Robertson. He adds that subscription-based software typically has the added advantage of allowing businesses to scale up or down as needed, a flexibility that will help smaller companies especially during a recession. Archive servers. For files that rarely need to be accessed, it’s a huge waste of energy to run those storage servers 24 hours a day. Archive servers are designed to spare the utility bills and hibernate until someone actually calls up a file. Switch to Macs. “If all the computers in my office blew up today, I’d replace them with Macs,” says Reuben Swartz, president of Mimiran, a pricing software company based in Austin, Texas. Swartz points out that Macs crash less and therefore disrupt productivity less. Additionally, he believes although Windows-based PCs start at far cheaper prices, by the time you add on all the extras needed for a business-hearty machine, Macs are actually quite competitive in price now. Stick with Windows. Desktop PCs are cheap — $500 will buy the average worker enough horse power on their hard drive to do whatever they need. Despite inroads made by Apple and Linux, Microsoft is still the major player in the business world and IT managers have to consider what will integrate best with the rest of the network infrastructure and create fewer labor intensive maintenance headaches on the backend. Choose neither. Linux-based operating systems and other open source applications are increasing in popularity. Cost is the big reason why. Open source means no heavy licensing fees to pay and since every developer in the world has access to the code, there are many IT contractors that can service it. It’s much cheaper to get a service contract for open source solutions than either Windows or Macs.

Disaster Planning in Six Quick Steps

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Covenant Technology, an IT consulting group based in Houston, Texas that specializes in small and mid-size businesses, has been advising clients on disaster preparedness for years. But in 2005, when Hurricane Rita blew ashore too close for comfort, a number of those plans got put to the test. “We had one client — an investment business — that we had recently helped with a disaster plan. This particular client wanted a plan that meant they’d never be down,” recalls David Robertson, president of Covenant Technology. The business was in Houston, close to the coast. When Rita hit, they tested the plan and were able to continue trading from an inland backup location, in San Antonio. Robertson and his client made all the right decisions preparing for a disaster. Most businesses don’t. “Most small to mid-size businesses are not adequately protected. They don’t anticipate the possibility of an event in any form,” says Frank Scavo, president of Computer Economics, an Irvine, Calif. research firm. There are a lot of reasons businesses tend to procrastinate: expense, time, disbelief that anything will ever go wrong, or simply not knowing where to begin. Here are six steps to get started that will hopefully minimize costs and time commitment, as well as make a compelling case to take action. Step One: List events that may cause lost data or technology. Ideally: Companies should have contingency plans for the kinds of disasters that they are vulnerable to based on geography or the nature of their business. A business in California may be primarily concerned with earthquakes and wildfires, while companies in Houston are focusing on floods and hurricanes. Other companies may be more concerned about being a high-risk target for theft or terrorism. Other considerations: Scavo advises business owners to also consider more mundane disasters. “Just losing a laptop that has the only copy of a piece of critical business data can be devastating,” he says. “The trend towards mobile computing has compounded this risk in recent years.”     At the very least: “Pick the ones that are most worrisome,” says Robertson. Planning for the biggest risks is better than no planning at all. Step Two: Safeguard the company data.   Ideally: In addition to routinely backing up data, Robertson recommends that companies store it offsite with a Web-based data storage solution. Many third party solutions are reasonably priced for smaller businesses. Other considerations: The more redundancies the better. A locally-owned data center that rents space is great for backing up company information. But in the event of a natural disaster, it can be compromised, too. Ask if they have a back-up system elsewhere in the country. At the very least: “It’s cheap to just get an external hard drive, plug it into the server, and do a complete backup. But you have to remember to do it,” says Robertson. You also have to remember to store it offsite. Scavo suggests rotating sending it home with different employees. Step Three: Safeguard the network. Ideally: A lot of companies take adequate measures to save data, but forget to do the same to save the system,” observes Scavo. Make arrangements in advance with a co-location facility that offers not only redundancies in backing up data, but fire suppression, backup power, and proper cooling to keep the servers humming. Other considerations: Define acceptable ‘down times,’ which differ depending on the business. Covenant Technology’s client was an investment business obligated to continue trading and could afford no time offline. Another business may be able to close for a few days while an alternate network is loaded with company applications and data. At the very least: Have a schematic of the network and an inventory of all the hardware that make up the infrastructure. Replacement gear won’t be exactly the same, but it will offer a roadmap of where to begin. Step Four: Safeguard staffing. Ideally: Essential staff needed to run business-critical technologies, like the network or certain applications, are sometimes impacted — even if the disaster doesn’t damage your business. Every key position should have someone cross-trained to take over in case of an emergency. Key staff members need to have reliable remote access to the company network. Other considerations: You see companies prepare for loss of equipment or data, but not people. But what about a pandemic? It doesn’t touch the system, but instead the staff,” points out Scavo. Companies need to not only consider contingency plans for displaced staff, but for losing a portion of staff or having them quarantined at home. At the very least: Keep a running list of essential staff and cross train those positions. Also keep a check list of which employees have what level of access from home. Step Five: Test the plan. Ideally: All plans look good on paper. Having the occasional real life drill is where the rubber meets the road. Most consultants recommend testing and updating the disaster plan once a year, if not every six months. Other considerations: A disaster drill is worthwhile for everyone, but it’s essential for new staff. In addition to hard copies of the plan, keep hard copies of passwords and IP addresses, along with access data for bank accounts. Double-check and update each year. At the very least: For businesses that don’t have time to test, dust off the written response protocols and have a read-through with staff. Fine tune the plan, and offer a refresher course to employees. Step Six: Have a recovery plan. Ideally: “You have to think about what happens after the disaster. How will the data on the alternate system be returned to the company?” asks Robertson. This requires a well thought out protocol. Other considerations: How will recovery in one area impact the recovery in another? Allowing employees to occasionally work from home also functions as an informal drill to make sure they can work offsite. At the very least: Factor in additional hours, days, if not weeks or months into projected times for returning to normalcy. Look at New Orleans. The immediate disaster of Hurricane Katrina lasted only a week or two. More than two years later, a total recovery is no where in sight.

Buying Decisions: Choosing the Right Channel

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Hollywood superstars like Angela Bassett and Jamie Foxx are more than highly paid members of the entertainment community. They’re also heads of their own businesses, which manage those big-ticket movie deals and multi-million-dollar salaries. Like every other small to mid-size business owner, they struggle when it comes to buying computer hardware. Or at least they use to. Foxx and Bassett are just a couple of the celebrity clients that have turned to a value added reseller (VAR) called Affluent Technology (a spin-off company of the VAR Ross-Tek) to help them navigate the maze of options in buying computer hardware. Dubbed the “VAR to the stars,” Affluent Technology’s founder, Frederick Johnson is selling more than computers or even expertise. He’s selling trust. With a clientele that is especially sensitive to securing its data (away from the tabloids — for starters), Johnson has found a niche market where discretion is as necessary as a firewall. Not all business owners are quite as sensitive about their privacy as Hollywood’s A-list. However, at least to some degree, reliable service is essential. It just depends on how much or what kind of service you need. The answer to that question should determine which buying channel to use when shopping for computer hardware. “Whoever or whatever you choose, you need to develop trusted sources,” says Steve Rucinski, an Ohio-based 30-year management veteran and producer of the popular business blog, Small Business CEO. There are roughly four shopping channels to choose from. Here’s a look at the upside and downside of each. Buying online Advantages: It’s probably the best way to comparison shop and track down the best deals. Most of the websites have some sort of customer review component nowadays, which can be helpful. Regardless, computer shopping sites typically have an exhaustive amount of product information. Disadvantages: While there’s no shortage of buying information, there’s also no guarantee it’s credible either. Those five-star customer reviews may have been written by the marketing department of the product manufacturer, for all you know. Returns can be trickier than other shopping channels, as well. Buying direct-from-manufacturer Advantages: Pricing can be very competitive because there’s no expense of a middle man getting his cut or stocking a retail outlet. And, because the unit is built to your specifications, there’s no paying for features or upgrades you don’t need. “It’s a terrific way to get good prices and choose the exact equipment you want. Frankly, this is how we shop for probably 75 percent of our clients,” says David Robertson, president of Covenant Technology, an IT consulting group that works primarily with small to midsize businesses in its home town of Houston, Texas. Disadvantages: The sales people are good at highlighting what their products can do and listing its features, but not as good at advising you about your system and how one component integrate with the other. Using a VAR or systems integrator Advantages: There is a difference between the two. A VAR is a company that bundles in additional features and functions to an existing product and then resells it to their customers. VARs offer more expertise in helping customers assess their needs, pointing them to the right technologies and advising them on integration with existing systems. A systems integrator doesn’t sell the gear, but can help you target the gear you need, where to buy it for the best price and help you get it installed and in use. Disadvantages: Expertise costs money and the price is going to be built into the cost of the gear being bought. This is definitely not the route to finding the cheapest deal. For tech-savvy business owners who know exactly what they need, this is probably not the way to go. Shopping retail Advantages: For the business person who knows exactly what he or she needs, if the price is right then why not? Shopping in a brick-and-mortar store the old-fashioned way has the added advantage of giving that business owner the chance to touch the merchandise first. If tangibly touching the computer first, before you buy it, is important to you then retail makes sense,” says Rucinski. Disadvantages: The sales staff on the floor is notoriously uneducated about the gear and it’s not just the hired help that is unsophisticated. Retail stores tend to stock the lower-end models of computer hardware because they are more competitively priced for consumers. Deciding factors Business owners looking to upgrade their computer hardware should answer the following questions before making any moves. Why is this product good for the business? Remember you are shopping for a solution to improve company workflow and not the other way around. “Don’t fall in love with the technology. They’re like shiny toys and it’s easy to lose sight whether they actually do anything for the business,” says Rucinski. It’s a big mistake to get taken in by the hype of a new piece of technology, buy it and then try to find a way to make it useful back at the office. Is there enough information to make a decision? If not, what information is missing: a better understanding of the technology, what functionalities are relevant to the business and which ones aren’t, what’s a reasonable price to pay, and how will it get serviced? Who can be trusted to advise buying decisions? Almost like a mantra, Rucinski can’t emphasize enough, “Trust the source. With all of these places to go, make trust a conscious effort, a priority,” says Rucinski. Can the business afford to pay a little more to get it? Can the business afford not to? That may be a better way to phrase the question. Remember, computers are tools and for almost all businesses today they are mission critical to daily operations. If they aren’t useful, then even at a bargain price they aren’t a bargain. Conclusion You get what you pay for. For tech-savvy business owners who know exactly what they need, including make, model, and specifications, then price is likely the only factor to consider. In that case, buying direct, bargain shopping online or through the sales circulars of a local retail outlet is the best bet. However for the business without the in-house knowledge to make informed purchasing decisions, factor in the cost of educated and trusted expertise and expect to pay a little more. In that case, hiring a systems integrator to make purchasing decisions or going to a VAR is going to serve the company best. Sidebar: Buying Mistakes to Avoid Robertson, of Covenant Technology, sees companies taking the same missteps in making their technology purchases again and again. Here are some of the classics: Impulse purchases: “They need a printer and see one while they’re out shopping for something else like office supplies. It’s a good price. But then they get back to the office and find out it’s not network-able. Or it’s a PC and it doesn’t have enough power to run all their software,” says Robertson. Not checking terms of service: Robertson says this is a big one. Business owners think they’re ahead of the game. They’ve researched the gear and targeted their needs, but nothing’s a sure thing. What’s the return policy, and under what circumstances? The attempt to solve a problem opens a can of worms. “They buy ‘part b’ to address a specific need and then realize it won’t work without ‘part a’ and ‘part c’, says Robertson. This is a recipe to back into a major upgrade over committing dollars the business isn’t prepared to spend or, worse yet, create an integration nightmare that costs downtime and resources to untangle. Looks great, but how does it work? The best piece of technology is only as good as its implementation. “For example, they buy a firewall that requires a fair amount of knowledge to install, but they don’t have the in-house expertise to do it. So the firewall sits in a box at someone’s desk, instead of on the network where it belongs,” says Robertson.

What’s the Deal with ‘The Dude’?

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Not too long ago, a product came out of the Baltic states that got people to take notice — a little thing called Skype. It went on to become the rage in free voice over Internet protocol (VoIP) calling. But, as of late, people are talking about another Baltic import. This time it’s a new network monitor application by Latvian company, MikroTik. This product’s name? Simply, The Dude. The company claims it can dramatically improve the way IT manages the network environment. It works like this: This freeware program automatically scans all devices within subnets and develops and lays out a map of your business networks. The Dude enables you to monitor services of your devices and send out alerts — even text messaging your phone — in case there are service problems. The company, which has been making router hardware and software, mainly for ISPs and WISPs (wireless ISPs) since 1996, made The Dude network monitor initially for network monitoring and administration of routers using its RouterOS, as a free tool. Says CEO John Tully, an American, “We added features to help monitor other routers and host — even if the user does not use our products — so that we could get some advertising and connection with the customer.” Well, it worked, and one customer for whom The Dude is well suited are small and mid-size businesses, which MikroTik says will benefit well from the extensive features and the advantages of “a very nice quick network map along with the sophisticated discovery and real time monitoring,” says Tully. Here’s why small or mid-size businesses may want to take a look: Knowledge is power To make The Dude work for you, you’ll need a resource to put the software on, and ideally that piece of hardware should be dedicated to the task of network management. It’s important, though, that someone in your organization understands how to configure and maintain the software. Without the understanding, your company won’t be able to take full advantage of The Dude’s ability to poll for information. However, even if your sophistication level in this area is pretty basic, The Dude allows for understanding of how different elements are connected and knowing whether they are connected at all. That, in and of itself, is better than not having any information at all, which is sadly the case for many small businesses. The Dude could save money Considering that small businesses can’t afford a lot of the things that bigger company can — money, people, processes — yet they have the same needs, they’ll need to save money. This can be done by not buying things and by automating processes where possible, points out Jerald Murphy, the director of research at the Robert Frances Group. However, says Murphy, keep in mind that getting free software needs to be balanced with the cost of using the software, i.e. the learning curve it comes and business value that the software, free or not, provides. And, because it’s free, if you have problems with it the company doesn’t provide service. However, there are freelance consultants, such as Steve Zilis, a “Certified Dude Consultant,” based in Houston, Texas, who would be happy to help. It’s customizable and extensible Says Zilis, The Dude offers the capability to customize the application for your particular line of business, or type of network, or equipment vendor, giving it total freedom to make it monitor network devices, almost all the way “to washing the windows.” This is helpful not only in your own network, but also extends out to your customers. According to Zilis, say, you want to get signal strength of a radio, or name, address, and phone number of the customer who has a failing device, you can program it to do that.

Website Design for the BlackBerry Generation

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Like most real estate companies, Heritage Texas Properties has a robust, mature website offering a full palette of tools and information that prospective buyers and sellers have come to expect. The problem is those buyers and sellers typically want it the most when they aren’t sitting at their desk and that robust, mature PC-based website isn’t very helpful on a Blackberry. However, the Houston, Texas real estate company thinks it may now have the perfect solution: an alternate website optimized just for mobile users, the first of its kind in their market. “We’ve been live for four months. It’s been a delightful surprise. Prospects can spot a ‘for sale’ sign from their car and can be looking at pictures and listing information within seconds,” says Robin Mueck, president and CEO of this tech-friendly real estate company that employees about 400 people. “Surprisingly, it’s the ease of use that has been a catalyst for spreading the word.” Getting ready for the mobile Web With mobile devices outselling PC’s four to one, the trajectory is clear which group of users accessing the Internet is on the rise. It’s only a matter of time before those mobile Web users reach critical mass. “Mobile Web use is just less than a fifth of the size of PC-based Web use in the United States. Obviously, it’s going to be very important,” says Russell Buckley, a veteran mobile marketing executive who covers that industry on the popular blog, MobHappy.  While any Internet address can be optimized for mobile surfers, many early adopters are betting on the new .mobi (for mobile) extension. Dot-mobi is the first top-level domain dedicated to mobile Web access and approved by the Internet Corporation for Assigned Names and Numbers (ICANN). Since becoming available in September 2006, more than 500,000 .mobi domains have been registered. Most of the major hosting companies, such as GoDaddy and Network Solutions, now offer .mobi registration and site building tools that are mobile specific. “You really have to look at the mobile Web as an additional distribution channel. Just like 10 years ago, businesses had to realize the Internet was a separate distribution channel from traditional catalog sales,” says Alexa Raad, vice president of business development for .mobi. Before taking the plunge, business owners need to develop a mobile Web initiative that is part business plan and part website design strategy. Be sure to include the following: Benefits to customers. Why would a customer away from the home or office need access to your website? Perhaps they might need directions or to book a reservation, contact information, project updates or small doses of information while waiting for a plane. “It’s easy to get a mobile site. But, if you don’t have an objective, its money down a rat hole,” says John Gaunt, a senior analyst from eMarketer. Technology assessment. Are you building from scratch or adding onto the existing infrastructure of your PC-based site? Will the company host the site itself? What additional technologies and equipment will you need? Will you design it with free site building tools or will you need a designer? Your webmaster or IT director needs to be the first person you consult. Short-term and long-term budgeting. Along with start-up costs, what will be the company’s commitment to a monthly budget and future expenses for upwards scalability. The cost of technology and design is only part of it. “For us it was a modest investment compared to other ramp-ups. We already had the manpower of a full-time IT staff. The education, training and public marketing dollars will be the real cost,” Mueck says. Differences in a mobile website “First of all, you can’t cram information designed for a 19-inch screen onto a mobile site,” says Raad. Paring down information for a screen the size of your fist is just the beginning. Here are other considerations: Vertical scrolling. Think about your own cell phone usage. Mobile users scroll up and down, but not side to side. Content needs to be laid out accordingly. Fewer clicks. In the PC world, Web users typically have a broadband connection and can click through content seamlessly. For mobile users, going deep is slow and, therefore, expensive. Keep it clean. If you think its tough reading a thin calligraphy font on a dark background on your widescreen laptop, imagine what it would be like on a Nokia. Nothing beats a simple white background with a familiar easy-to-read font, like Times Roman or Arial. Just the facts. Less is more on a mobile website. Remember, your visitors are on the go. They are typically looking for very specific information or completing a very specific task. Nothing will alienate them faster than too much information. “With Web-based browsing, if you don’t like the content you hit the back or forward button. On a mobile browser, you hit the stop button,” says Gaunt. Here’s where the care and feeding of a mobile website is like an already existing PC-based site: user testing. Test the site yourself on a variety of handhelds. Involve as many customers as possible to do it right in front of you while getting their reactions and feedback. Remember, both are a never-ending work in progress.

The Price Is Right

Technology Bob Olsen, president of Peregrine Outfitters, a Vermont-based sporting-goods wholesaler, recently discovered he was losing money on two-thirds of the 6,000 products he sells. Ouch. But he also learned that by adjusting the terms under which the products were sold, he could lower some prices and still make a profit. Olsen could have used that information a lot earlier. His 15-year-old company serves as the middleman between 600 manufacturers and 1,800 retail stores, including L.L. Bean. “We have the thinnest margins on the food chain,” he says. But with just 38 employees, Olsen lacked the resources needed to analyze the myriad factors — from shipping charges to order sizes — that affect Peregrine’s operating costs and determine those margins. Up until now, that is. Peregrine is one of the early adopters of a new breed of profit-analyzing software that promises to transform the dark art of pricing into an exact science. The software, just now becoming available for small and midsize companies, isn’t cheap. But it could prove indispensable — especially for companies struggling to maintain margins at a time when revenue growth remains frustratingly elusive. Kent Monroe, a marketing professor at the University of Illinois at Urbana-Champaign, says such applications are based on pricing concepts he’s been teaching his students for years. Imagine you’re a pharmacy owner trying to figure out how much to charge for a bottle of aspirin, Monroe says. Sales are steady at 99¢, but what if you could charge more? To find out, raise the price, say, 20¢, to $1.19, and observe whether or not customers continue buying the aspirin. If sales fall off, cut the price back down to what the market will bear. If they remain steady, keep pushing up the price. Sounds simple enough. The problem is that most businesses lack the people or time to continually analyze all their products and customers. That’s where the software, which has its roots in the yield-management strategies used in the airline industry, comes in. It uses intricate algorithms to analyze years of raw data (culled mostly from already existing company databases) to churn out a detailed analysis of the profitability of every level of the business. Business owners can then study the results and figure out how to adjust their operations accordingly. Olsen, who installed pricing software by Houston-based Acorn Systems last March, learned that some customers were placing only very small orders of some lower-priced items. By the time his salespeople took the calls and located the products, he was already losing money. “It costs $30 to make a trip down the aisle,” he says, “so why not get the order up to the $30 level?” He began offering customers a price break for ordering more products. Olsen also altered his approach to shipping. The company had long offered two-day delivery. By switching to three days, Olsen learned he could save enough to cut some prices without cutting into margins. Mike Jarmusz, CEO of AP Wagner, an appliance parts distributor in Buffalo, N.Y., was similarly surprised by what he learned from Acorn’s system. With 85% of his 175-person company’s $35 million in revenue coming from its wholesale business, that had been management’s main concern. But, after reviewing the profit-analysis results, Jarmusz realized that the company’s smaller retail arm was much more profitable than he thought. So he poured more money into local Yellow Pages ads and beefed up the stock at its 20 branch locations to keep up with demand. Both wholesale and retail sales at those locations have since increased. “The software has changed our company culture,” says Jarmusz. “Instead of just thinking about selling more, we’re looking at the bottom line.” Such results don’t come cheap. Acorn Systems software cost Peregrine some $80,000. Of course, that’s a bargain compared with similar products by vendors that include Zilliant Inc., Vendavo Inc., and I2 Technologies. For instance, I2 is charging big corporations as much as $1 million. Despite the hefty price tag, the market for such software is expected to grow 800%, to $900 million, by 2007, according to AMR Research. Is it worth the investment? That depends on the scope of your business. If you only have, say, 10 customers and one or two products, you can probably live without it. Just encourage your sales reps to follow the lead of the diligent pharmacist by breaking down each order by customer, product, and order size to figure out where money is being saved or lost. But the more complex your business is, the more valuable the software becomes. Olsen says Acorn’s profit analyzer software was worth the investment, which he expects to recoup by March 2004. “What the software’s taught us about our business is invaluable,” he says. “After 15 years, we’re finally focused on profitability.”

Online Auctions Offer Stability Amid Turmoil

Lost a job recently? There’s a life preserver floating out there that wasn’t around in the last recession a decade ago: eBay, the online electronic marketplace. eBay rescued Steven Levi, who was laid off from his sales job just before the tech bubble burst in early 2000. He hasn’t taken a corporate job since. On a recent day he was presiding over 230 camera auctions on eBay. At his home office, phones are ringing, e-mail is flashing, and faxes are humming, part of his typical 100-hour workweek. His proceeds provide a nice life for his family of four in Manhattan, including two summer months at a beach house in Virginia. “I’ll put my kids through college on eBay,” he says. The recent economic shocks — from the tech bubble burst and the Sept. 11 terrorist attack to corporate scandals and the market’s decline — have boosted the national unemployment rate to a stubborn 6%. Some jobless workers, and others who don’t show up in the statistics, are getting by — or even getting ahead — by selling on eBay and other online marketplace services. “There’s always been a surge of entrepreneurship in economic downturns,” says Mark Vitner, senior economist at Wachovia Corp., Charlotte, N.C. “What’s new here is eBay can make it easier for new entrepreneurs.” He finds it a positive sign that many Web newcomers have the courage to take the step from dabbler to full-fledged eBay trader. “Necessity is the mother of innovation,” he says. A Booming Business The recession certainly hasn’t hurt eBay. The company already moves more than $5 billion a year in merchandise over its sprawling Web site. Its once motley collectibles and dolls are now just part of a larger universe that includes sales of cars, real-estate and professional services. The San Jose, Calif., firm said recently that its fourth-quarter revenue soared 89% to $419.9 million from the year-earlier quarter. It has already raised its profit and revenue projections for 2003. For some of the jobless, dabbling in online auctions covers short-term expenses and provides an emotional boost. Aron Danburg of Houston worked for a couple of dot-coms, and the second one, which he believed was more stable, collapsed in two months. The technical writer snagged some contract work, but it ended a few months later. Expecting to move for his next job, he began clearing out his house, selling old college textbooks and compact discs on Amazon’s new service, similar to eBay. (Sellers set a firm price on Amazon; it’s not an “auction” as at eBay; eBay also has a “fixed-price” sales format that allows buyers to purchase without haggling or waiting.) Though he landed a job after four months at the Halliburton Co., an oil-field and construction-services firm, the uncertainty was wearing, especially as he watched fellow job searchers struggle for months on end. “I had no idea how long it would take,” he says. “It was quite frightening.” He found just unloading a single book could add a spark to a gray day of online job-search rejection. “I’d get an e-mail saying something positive,” he says. “I’d think, hey, I just made $15 bucks.” His sales were enough to cover the rent for a month, allowing him to stretch his savings. He’s still at Halliburton, and still sells the occasional book or CD online. For the underemployed, including entrepreneurs hitting slow patches in the weak economy, eBay can fill an income gap. Boston-based Constance Mazelsky saw her communications and marketing work with Internet and software companies losing steam. “During the last few years it’s not been a real vibrant market segment.” Moreover, after she had a baby last year, she began working from home. Now she’s selling her expensive handbags, which she now rarely uses, on eBay. “When I worked outside the home I tried to be totally accessorized and fashionable,” she says. Her collection of upscale designer purses that matched particular suits have fetched excellent prices, including a recent sale of a Dooney Bourke purse for $150. “People respond to a good photograph and accurate description,” she says. “Name brand things sell very, very well.” ‘Powersellers’ To be a serious seller requires a certain degree of commitment, but the eBay Web site walks beginners through the process. eBay charges small fees to post items, and a small percentage of the sale, depending on the price. And eBay deploys a middleman payment system that allows buyers to securely use credit cards, forwarding the payment to sellers. Digital photos of the items help attract interest, as does punchy descriptive writing. Serious sellers need systems for packing and shipping their goods. eBay user sites help with suggestions. eBay particularly courts “powersellers,” such as Mr. Levi in Manhattan — those with big sales and high customer-approval ratings — with special perks including travel deals and health insurance. Powersellers must meet minimum monthly sales ($1,000 for the lowest level; $150,000 for the highest) and must have an approval rating above 98%. When Mr. Levi, who sells used cameras from his Manhattan apartment, was laid off from his position at Carolee Designs, a fashion jewelry firm in Greenwich, Conn., the layoff came as a shock. He’d been a globe-trotting salesman, spending much of his time on the road in Hong Kong, London, Sydney and other cities. “I’d never lost a job,” he recalls. After a brief spell consulting in his old field, he more or less fell into eBay selling refurbished cameras. “I was unemployed and messing around,” he says. The seeds of his new venture were sown after he made his first eBay purchase: four copies of Microsoft Office 2000. He used one for himself, and resold the other three on eBay. Those three covered the price of his copy. Always a techie, he loved digital cameras and began buying and selling them on eBay. As the business improved, he realized he had to get better organized. These days, he often buys cameras returned to electronics chains. He puts a lot of work into his auction pages, and tailors different auction formats to different camera gear. For instance, some items do better with a fixed price. Suppliers handle shipping for a fee, so he doesn’t have to handle and store the actual merchandise. He tries to combine high volume with high service and is avid about maintaining his eBay customer rating — a sort of grade card from each buyer published on the site for all to see. Over 99% of his are positive. He makes it a point to never mislead about the quality of a particular camera, distinguishing “class A” from “class C,” which may, for instance, have cosmetic blemishes. “There’s no fine print,” he says. “I’m very Ralph Nader about it.” He’s thought about selling other types of merchandise, but doesn’t think the return will be as great. “I’m looking for growth in volume, margin and product offerings,” he says. He declines to disclose sales, but says that they rose 75% in 2002 over 2001. He works 365 days a year, he says, but adds, “Working is different when you’re doing it for yourself.” Ms. Thomas is a free-lance writer in Pittsburgh. Copyright © 2003 Dow Jones & Company, Inc. All Rights Reserved

The Present, and Future, of VoIP

Is it a passing fad or is voice-over Internet protocol (VoIP) here to stay? According to recent research, the technology is, and will remain, a viable option for companies trying to cut telecom costs. The revolution has already swept through big corporations. Nearly 90% of large companies recently surveyed expect to use VoIP technologies within three years, according to research and consulting firm Meta Group ( http://www.metagroup.com) , in Stamford, Conn. Ernst & Young already uses an IP phone system from Cisco Systems to connect 4,300 employees in the company’s New York offices and 900 more in Houston, and expects to extend the technology to more of its 84,000 employees worldwide. Worldwide revenues from Internet voice technologies are expected to grow from about $13 billion in 2002 to nearly $197 billion by 2007, according to Insight Research Corp., ( http://www.insight-corp.com) in Boonton, N.J. In terms of usage, VoIP customers spent more than 8.3 billion minutes on local calls alone in 2001, according to Probe Research Inc., ( http: //www.proberesearch.com) in Cedar Knolls, N.J. The telecom-Internet research firm projects that the number of minutes will reach 823 billion in just five years.

Booking Travel on the Internet

Editor’s Note: This is the first of a two-part series on making travel reservations on the Internet. This week: Tricks and Tips. Next week: Rhonda reviews the leading online services. When a company gives you truly bad service, wouldn’t you like to tell the world? I recently received such bad treatment from an on-line travel service that I decided to use this as an opportunity to discuss the ups and downs of booking travel on the Internet. This week I’ll provide general on-line booking tips and tricks. In my next column, I’ll review the leading on-line travel services. I travel a lot on business. I’ve used – or checked — all the major travel sites: the airlines’ Web sites, Expedia, Orbitz, Travelocity, Hotwire, etc. Overall, I’ve been pretty satisfied. Most people judge an on-line travel service by: availability of low fares ease of use overall look-and-feel. Remember one other critical factor: customer service. Sooner or later, you’ll have a problem — flights cancelled, trips rescheduled. You’re going to have to deal with the travel service rather than the airline. If they don’t offer adequate support, you’ll have the kind of problem I had with Cheaptickets.com, owned by Trip Network, which also owns Trip.com. The morning after I booked a flight I realized I had made a mistake on the time. I immediately called Cheaptickets, which announces they’re open 24 hours a day, seven days a week. A salesperson told me only customer service could deal with a ticket once booked. I waited on hold for 47 minutes and still couldn’t reach anyone in customer service. Finally I sent an E-mail to the E-mail address provided. I called again the next day. Once again, I couldn’t reach customer service. Once again, I spoke to a salesperson who couldn’t help me. Finally, the third day, I reached a customer service supervisor, who said no one could help me. Why? Because I failed to contact them within 48 hours of booking! I explained I’d spent two days trying to reach them. I could pay for the ticket or challenge the charge with my credit card company! Moreover, this supervisor told me they have more than 2000 E-mails backed up and a typical time on hold is between 20 to 40 minutes. When I spoke with Kate Sullivan, Manager of Corporate Communications for Trip Network, she was apologetic. “There was no excuse for this kind of treatment. It’s substandard to the kind of customer service we try to provide?The volume we’re experiencing is very unusual for this time of year.” However, Cheaptickets was the exception. I’ve used many travel services successfully. Whatever online site you use, here are a few tips and tricks: READ carefully: Some sites automatically include neighboring airports (e.g., Newark for New York, Baltimore for Washington, DC). Make certain you’re going where you want, when you want. Click around: No one site seems to consistently offer the best fare. Some sites have arrangements with travel consolidators or other discounters. Try other routes: Using a nearby airport or breaking one long trip into two shorter ones, may be much cheaper. For instance, booking one roundtrip flight from San Francisco to San Juan, Puerto Rico (via New York) was hundreds of dollars more expensive than booking two separate flights (SFO-JFK) and (JFK-San Juan) though I was on the same flights! Check the”"vacation packages”: On Expedia, I once booked a flight, hotel, and car rental to Houston cheaper than the flight alone. Get a seat: I can usually get a good seat when I book on the American Airlines site. When I book through a third-party site, I may not get a seat assignment at all. You can call the airline for a seat assignment no matter what service you use. Watch out for nasty surprises: United Airlines won’t allow seat upgrades on some discount Web fares. Last minute limits: Some sites won’t book flights within one to five days of travel. You can often find last minute fares cheapest on the airlines’ own sites. Check non-travel sites: As a Costco member, I can often get cheaper car rentals at Costco.com than on a travel Web site. When you find a great fare, grab it! It may be gone next time you check. Finally, be patient, especially on a dial-up connection. This all takes a long time. I sure miss my old travel agent! Copyright Rhonda Abrams, 2002 Rhonda Abrams writes the nation’s most widely-read small business column and is the author of The Successful Business Plan and The Successful Business Organizer. To receive Rhonda’s free business tips, register at www.RhondaOnline.com.