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June 20, 2000

Your letters to my print column and this E-mail forum ask some serious questions about managing information technology in today's world. Since today's world is essentially absurd, my serious responses may sometimes sound a little whimsical, and my occasional whimsical ones, serious. In any case, if you want to participate, write to me at lovelace@home.com. I'll respond to those letters that I can. I reserve the right to edit for size and content. Just sign your E-mail the way you want it to appear online.

Dear Dr. Lovelace:
I found your article "What Is It That You're Selling?" most entertaining.

We sell a Web-based employee time-sheet application. It's like a super-charged 1970 Nova with hand-crank windows. Any moron can change the spark plugs but there's no built-in cell phone. It works well, and it's very configurable and functional. It's not flashy. You can integrate it yourself with anything because it's easy to do so, but it won't send Christmas cards to your employees all by itself.

We're in danger of being obliterated by a much more expensive and well-funded competitor with a suite of nonworking software (if you try to fire up one of them with more than 200 users it will splatter against the wall like a 60-mph tomato hitting a 30-mph speed limit sign) who uses costly, platitude-filled brochures because that seems to be what works with CIOs exactly like yourself.

It's an irrefutable example of fundamentally busted technology with great marketing that CIOs, like drunken moths staggering into a bonfire, just can't stay away from.

Luckily I've got lots of marshmallows.

Curt

Dear Curt:
Gee, that is the first time that anyone has called me doctor, but I can see that you are in pain and as long as you're on the couch, let's go over some of your points. In keeping with the setting, I'll use the time-tested method of just asking questions, not answering them, and I promise not to exceed our allotted 50 minutes.

If you are angered by the fact that the competition is using meaningless brochures and name-brand recognition, are you letting that frustration interfere with your sales pitches to the people making buying decisions?

Is it possible that the CIOs you are seeing are more interested in E-business and other issues than in time-sheet applications and thus, as you point out, have the attention span and judgment of that moth when it comes to discerning the quality of your product?

Have you considered going to the technical people who have to live with the brochureware that the higher-level types have purchased in the past? These folks can become your real allies in the struggle to improve the level of software purchased by the company.

Are there advantages to your competitors' products that you are overlooking or denigrating in your (understandable) loyalty to your own software?

Is there a way that you can use reference accounts to convince potential new users of the utility and ease of integration of your product?

Curt, unfortunately I see that our time is up, but I want you to know that you are not alone in having spent a long time fighting the inequities of the marketplace. Let me just leave you with the thought that if you can redirect the energy you are spending being frustrated with the slings and arrows of outrageous fortune--as well as the very real difficulty of a good small product getting recognized in a confusing and constantly changing industry--and redirect it into methods to get your fair share of business, it will be worthwhile for you.

Dear Herb:
In regard to your column "What Is It That You're Selling?" about the lack of focus in marketing blurbs: Amen.

It's astonishing how much marketing material, both printed and on the Web, is absolutely content-free. Thanks for highlighting this appalling practice.

The column was much appreciated.

Cheers,

John S.

Answer Dear John:
You and many others have written to say how much you dislike the type of marketing brochures I was describing. I knew how annoying I find these noninformational verbiage-cum-pretty pictures, but I was surprised about the chord it seemed to strike with so many people. I have not received one letter defending this type of advertising. I wonder if any marketing types out there will take heed and change how they try to communicate to us.

Dear Herb:
I just finished reading "What Is It That You're Selling?" I own a small high-tech company in Austin, Texas. We were in the process of selling services and products to the operations director of a large old mortgage company. This director rejected us and decided to spend $390,000 on a solution vs. $20,000 on our product, which would have solved the problem much faster. I was upset when I read a speech by the company's CEO to its stockholders and found myself in disagreement with his assurances that the company was up to date with the latest technology. I made a phone call and expressed this opinion to his voice mail, without sharing the story of what happened to my company.

When the CIO of the company called me back the very next day, I was impressed. However, I did not have the guts to say what was really happening and why our solution would save him millions. He referred me to his chief scientist, but the operations director paid absolutely no attention to this group that the CIO said had the most influence on him.

My question challenges your last paragraph: Do CIOs really want to know? Or do they normally wait until they are about to be fired? Is there a rule of thumb as to how to be honest without offending?

I have a real problem with designing brochures that, like my competitors', simply tickle the ears of the consumer. I would really appreciate your input. We are about to fax a letter to E-commerce companies and would like to be very honest but positive.

Sincerely,

Lady Owner

Answer Dear Lady Owner:
Let me recap what I've heard. You were trying to sell a package to a company. You left the CEO a voice mail message because you thought his messages to the stockholders were inconsistent with what you were experiencing, but you weren't specific about the fact that your software could have saved him more than $350,000 in initial costs. Nevertheless, the CIO called you back, but you were embarrassed to lay the story out to him. He shunted you off to a subordinate who was impressed, but in the end you didn't get the order. And now you ask if CIOs really want to know the truth about products and whether there a rule of thumb as to how to be honest without offending?

There is an old story about a religious man who wanted to help some deserving poor people. He prayed to God every day for divine intervention so he could win the lottery and get the money to do so. As time went by and he never won, he became annoyed and finally prayed for God to explain why he would not honor such a worthy request. Suddenly, there was a bolt of lightning in the sky and a mighty voice said, "Meet me half way; buy a ticket."

The CEO referred your call to the CIO, who telephoned you promptly, and yet you did not tell either of them the specifics of how you could help them. They can't address the issues if you don't provide them some details by clearly stating why you are perturbed. The problem, methinks, is that you should worry less about offending someone and instead give people the facts when you have the chance to do so.

You are certainly to be commended for not taking the rejection of your product without seeking redress, but CIOs are not mind readers. Next time a similar occasion arises, state your case succinctly without trashing the opposition and briefly explain that you would like an opportunity to show how you can back up your claims.

Good luck.

Dear Herb:
I just finished reading your article "Squinting At The Horizon," and I was struck by your comments: "Computers, coupled with caring instruction by dedicated professionals, can make dramatic improvements."

You might be interested to know, if you don't already, that there is a program in Texas called the Delta Program for at-risk students who need additional credits to graduate. The program is computer-based and self-paced. I am the computer lab assistant at this school, and I can tell you that the students really thrive in this environment. Because they are doing it "on their own," so to speak, the sense of accomplishment is unbelievable. My experience with these students is one of amazement.

I just wanted to thank you for bringing this issue to the public's attention. This is a wonderful learning tool that needs to be expanded in many educational areas. I am not a teacher; I am the person the students come to for help with English, social studies, mathematics (God, forbid), literature, physics, and integrated chemistry. I can tell you for sure that our students are extremely motivated.

Let me know what you think, and thanks again.

Sincerely,

Catherine G.

Answer

Dear Catherine:
Thank you for writing. I am gratified to hear about your experience with the Delta Program. It's hard to imagine any greater satisfaction than the one you have: helping young people achieve when they have been previously unsuccessful in learning at the level of their peers.

Just imagine if we could expand such programs as the one you have experienced. Think of the benefit if we could share with students everywhere the truly great teachers who have influenced us. Consider the result of having interactive learning available when and where we want it. Just the ability to learn at our own pace and have the option of exploring areas that interest us is exciting in its own right.

I firmly believe that the single greatest impact computers can have on us is to improve the education of our society. The multiplier effect of human minds having the opportunity to work at their potential will mean advancement in all areas of our lives.

NOTE TO READERS: As I've mentioned, I am planning to put my InformationWeek columns together into a book with some additional commentary around the events and people about whom I write. If any reader would like to be notified of such an event, please drop me an E-mail and I'll build a mailing list to let you know about it. Just use the word BOOK as the subject line.

Herbert W. Lovelace shares his experiences (changing most names, including his own, to protect the guilty) as CIO of a multibillion-dollar international company. Send him E-mail at lovelace@home.com.

NOTE TO READERS: As I've mentioned, I am planning to put my InformationWeek columns together into a book with a little bit of additional commentary around the events and people about whom I write. If any reader would like to be notified of such an event, please drop me an E-mail. Just use the word BOOK as the subject line.

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