In 1998, Shawn Fanning, an 18-year old student at Northeastern University in Boston, couldn’t access all the music files he wanted to download. So Fanning looked for an easier and better way to access MP3, or music files. By 1999, the file sharing technology that became better known as Napster was driving recording industry executives crazy. Rather than embrace the technology and make it their own, industry executives started to prosecute Napster users who downloaded and shared music without paying royalties. According to Maryam Alavi, vice dean and chaired professor of information strategy at Emory University’s Goizueta Business School, “Suing 14 and 15 year olds wasn’t really going to work,” she says.

As a result, technology completely changed the recording industry and nearly a decade later, the industry is still grappling with ways to profit and remain competitive. If the industry had embraced what was happening with music on the Internet, it might have harnessed the technology to its benefit rather than allow college students and others to dictate its course, notes Alavi who spoke on leveraging technology during the Executive Women of Goizueta Conference held recently in Atlanta.

Although the recording industry’s troubles are well documented, Alavi reminded the packed audience that technology is a constantly evolving medium and though technological resources are available to most businesses, recognizing how best to use them can make a significant impact on a company.

According to Alavi, executives can utilize technology to achieve competitive and organizational advantages by consistently auditing whether their business model and processes are in alignment with technological capabilities. “Technology can really change, diminish or render your business model obsolete,” explains Alavi. “If your business model and technology are misaligned, it’s going to have negative consequences.”

Even established brands are not protected from technology-induced changes, warns Alavi. Take Encyclopædia Britannica, which published its first encyclopedia in 1768, and had been in business for well over 200 years, when Microsoft put its Encarta product on a CD for use in PCs in the early 1990s. Executives at Encyclopædia Britannica ignored the move and as a result nearly went out of business.

And it’s not just big businesses that need to pay attention. Alavi tells the tale of “Mr. Harmel,” a freelance photographer who specializes in images related to the healthcare industry. A museum wants to use images of people sneezing for an informational kiosk. Harmel directs them to some of his stock photos and sells the museum six shots at $150 each. Then the museum discovered istockphotos.com. At that site, the museum could purchase very similar shots for about $1 each. So they cancelled the order with the photographer. “Mr. Harmel now has to rethink his strategy,” notes Alavi.

The value of IT alignment
Although all firms have access to technological resources, the differences in what organizations gain from using information technology depend on the management of technology. Performing IT alignment audits on a regular basis is essential, contends Alavi, and provides the key to achieving competitive and organizational advantage. Regular audits give executives a better understanding of their business’ technological capabilities and enables them to better identify technology-driven business innovation. According to Alavi, executives and business owners will be more apt to make smart investments in technology if they ask themselves the following key questions:

• Can IT help me reach new markets?
• Can IT reduce barriers to entry in my business?
• Can IT make my business processes faster or smarter or both?
• How might IT impact who performs a process and where it’s done?

“There are all kinds of ways technology can enhance a business model and create opportunities,” stresses Alavi. Technological advancements can allow existing businesses to reach existing customers in new ways, reach new customers, increase customer loyalty via value-added services, and use data to create new sales opportunities through cross-selling and the like.

For example, technology allows airlines to send customers a message—via email, text or voice mail—to notify them if a flight has been delayed or cancelled. These value-added services help create customer loyalty, notes Alavi.

When an existing customer logs onto Amazon.com, the retailer uses data collected from the user’s past purchases to greet the customer with items “recommended” for him or her. Amazon also uses technology to exploit cross-selling opportunities. If a customer researches a certain book, Amazon provides details and reviews as well as links to similar books.

Entire business ecosystems are spawned by new technologies, adds Alavi. Online auctioneer eBay was founded in 1995 and the infrastructure of eBay made all kinds of new businesses possible (eBay hosts over 300,000 online stores worldwide and claims more than 220 million registered users).

Let Technology Propel your Business
Technology can also refine business processes and make business models more efficient. For instance, Cisco Systems, Inc. is a top provider of IP-related networking equipment, but Cisco doesn’t operate a single manufacturing plant, explains Alavi. Cisco relies on a handful of contract manufacturers for the bulk of its production. A single enterprise extranet connects manufacturers and distributors. By creating electronic links instead of physical ones, Cisco is able to reduce the number of steps necessary to obtain and fulfill customer orders.

Technology can also improve the ability of companies to manage process knowledge. Cisco provides the data collected by its customer service department to equipment designers and manufacturers. Through this process, Cisco’s been able to trouble shoot, identify design and marketing flaws and correct them. “Companies can slice and dice data to create insight,” notes Alavi.

Although it’s a huge multi-year undertaking, many hospitals either plan to or have already revamped their electronic patient record systems so that patient information can be quickly accessed when needed to enhance quality and/or efficiency of patient care. For example, when a doctor prescribes a medicine, he or she will be alerted if that particular drug could have negative consequences when taken along with another medication the patient is already taking. The technology even suggests a similar drug that won’t cause complications.

Technology can also affect what processes a business decides to keep in house. According to Alavi, technology is the impetus behind outsourcing and the emerging phenomenon of “crowd/expert sourcing.”

Crowd/expert sourcing refers to a situation in which information technology allows a large number of individuals to participate in design and development of a product or service in an ad hoc fashion. InnoCentive is an example of expert sourcing. InnoCentive is a web-based system that matches R&D projects of about 35 Fortune 500 companies with about 90,000 registered scientists and engineers from around the world. InnoCentive was set up by Eli Lilly in 2001. Other companies that use the system pay a fee to Lilly to list their project on the system. The registered expert who solves a listed problem gets paid $10,000 to $100,000 based on the scope and complexity of the problem. For example, when Colgate-Palmolive faced a challenge in injecting fluoride power into its toothpaste tube without it dispersing it into surrounding air, the company posted its problem on InnoCentive. A physicist in Canada solved the problem and was paid $25,000. “Could Colgate/Palmolive have solved that problem on its own? Sure, but quickly and for $25,000? Probably not,” notes Alavi. “Technology allows us to change the boundaries of an organization when it makes sense and adds value.”

Alavi advises business executives to monitor regularly what processes are best kept inside the organization, which ones are best outsourced and which ones should be kept somewhere in between.

Remaining competitive is an ongoing process and maintaining that momentum should include regular technology assessments. According to Alavi, business owners and executives “should be constantly thinking about the alignment of technology with their organization’s business model and business processes.”

The Executive Women of Goizueta’s (EWG) mission is to provide a forum for executive level businesswomen to interact and support each other. EWG provides its members the environment in which to share experiences and business strategies, to learn about recent business trends and research, and to motivate one another to be successful women leaders in business. EWG’s Vision is to provide an atmosphere of “Women empowering Women.” To this end, EWG holds regular events including informal discussion forums, an annual conference, and breakfast meetings with business leaders. Use payday advance for saving loans.

Get To know  them
So many times we see a company provide what the customer is looking for and then send them on their way. In a bicycle shop, for example, a customer walks in and is obviously searching for something related to a bicycle. He or she mentions that a desire to purchase a new bicycle is what has brought them into the store that day. The shop owner has plenty of bicycles for sale, lets the customer find one they like, receives payment, and lets the transaction end there.

One thing to remember is that, often, the businessman or woman knows more about the product or service they are providing than even the most informed customer. Suppose that the customer in the bicycle shop picked out a street racing, ten-speed bicycle and the shop owner, neglecting to develop a personal relationship with the customer, let the customer’s choice be the beginning of the transaction and the payment for said bicycle be the end of it.

Now, suppose that the same customer with a new street racing ten-speed bicycle was planning on taking that bicycle on a mountain trip through rugged and desolate trails. Obviously, the street racing ten-speed is not the best of choices for doing so. If the shop owner had taken the time to talk to the customer and asked questions such as, “So, planning on doing some riding? Where at?” the shop owner would have been able to suggest a better product for the customer and, hence, developed an appreciative bond between the business and the customer, causing the customer to, more-than-likely, make a return visit.

Make It Special
Sometimes, excellent customer service calls for the unusual. Make an effort to go the extra mile and provide what is known as “customer-led services”. Some customers might work until 5:00 p.m., which is just when your store closes. Offering to let the customer shop after the store closes is catering to a customer’s special needs and goes a LONG way in the relationship department. This sort of action also goes hand-in-hand with developing a personal relationship with the customer, as mentioned earlier. This example of customer service is something that can be used anywhere, from a small storefront business to a large corporation. The point is, pay attention to special needs of your customers, whether a customer is a casual shopper or a corporate client, and you will be rewarded with continued business from that customer again and again.

Customer Service Starts at Home
It is important to remember that good customer service starts with employees that are happy to serve the customer. Take care of your employees and they will take care of you. Make sure their needs are met and do what you can to create a workplace free from negativity and full of motivation and recognition for creativity. Happy employees love their job and it shows when they provide a service or product to your customers.

Time’s Up!
If an idea, plan, or strategy is not working, bring it to an end. So often, managers are faced with the realization that perhaps the system which was put in place to increase customer service is not going to produce positive results after all. Still, they are reluctant to drop the curtain due to pride or hoping that with just a little more time the plan could still be effective. Forget it. If it’s not working, move on to something else. Shut it down and start something else. There is no use in wasting customers’ time and business in the hope that whatever method is being used will eventually work out. Out with the old, in with the new is good advice.

Above all, remember that customer service is the single most important thing to consider in your business, second only to taking care of your employees. Be willing to be flexible and get involved in the process of customer service in any way possible, no matter how high on the food chain you are. Not only will this serve as a good example to your employees but it will increase the level of service that your customers receive.

Just like with houses, you often cannot tell by looking at a person if the foundation is strong. You can only tell when the hurricane blows by or the earthquake strikes – and then it’s too late to do something about it. The time to build a foundation is BEFORE you build the house. Often, you will spend more time on the foundation than the house itself – that isn’t good news for impatient people who want to see results yesterday! If you build the house and notice later that you should have built a stronger foundation, you may need to tear everything down and start over again. Even patchwork will be tricky and very costly.

As people, we need a strong foundation with strong pillars which, in my mind, are made up of health, relationships, finances, and work. These, in turn, must be strong.

Strong health means strong physical, emotional, and mental health. It means being in that state now and it means working on maintaining that state. Everyone may come in contact with disease, but generally those with a stronger foundation of health will combat the disease faster, often even before you know you are sick. Building strong health includes working on a positive mental attitude, working out regularly, positive eating habits, regular time off work, and some form of spiritual work. This may include going to church, meditating or volunteer work to benefit others.

Strong finances don’t only mean a lot of immediate cash flow. It means good cash flow and the knowledge that if the cash flow stopped (due to injury, divorce, downsizing, changes in market conditions), there would be a cushion made up of insurance and income from various sources like businesses and investments. Strong finances are built for the short term as well as the long term.

Strong relationships mean clean and happy, satisfying relationships with others. It has been proven that people with social interactions and married people, on average, live longer than those who are alone. Strong relationships mean that there are no outstanding issues with the people in your life. All family secrets have been dealt with, all the times that your spouse has left the toilet seat up have been forgiven and forgotten. Of course, it wouldn’t be human to never have any disagreements, but it is human and possible to have such disagreements cleaned up quickly. Strong relationships feel great and provide an incredible opportunity for support when needed.

Strong work environment, to me, includes a number of things. Relationships with coworkers, owners or partners, and customers need to be good. There needs to be a sense of purpose, meaning, and appreciation for the work being done. The work needs to “fit” your particular personality and nourish you financially and otherwise.

How strong does the foundation need to be? That depends on the kind of house you want to build. A doghouse doesn’t need much of a foundation. A tall apartment building does! What kind of a foundation does YOUR dream life need?

Last week’s article covered the likely responses of three “Janes,” Jane Dough, Accidental Jane, and Tenacity Jane. This week, we explore the reactions of Go Jane Go and Merry Jane.

Go Jane Go is a successful female entrepreneur who has grown her business to the point that she may struggle to get time away from work. She’s confident and organized, and is likely to have put systems in place to get her work done in an efficient manner—which may have something to do with why she’s four times as likely as the average female business owner to hit the million-dollar. Accounting for 14% of all women entrepreneurs, Go Jane Go types are the least common of the five Jane types.

Because Go Jane Go has grown her business to the point where her she has plenty of work coming in—and the right systems in place to accommodate that work—the loss of a single client (or even two or three) does not pose a serious threat to her business.

However, because Go Jane Go tends cares so much about her clients, the loss of one or more of them may set off some serious alarm bells anyway. If the customer had been a good one with whom she had a relationship, she may feel guilt about whether she failed to provide the right level of service and almost obsessed about what she might have done wrong or what she might have done to prevent the loss. This “looking backward” approach can take up considerable energy from Go Jane Go and keep her from being able to see all of the good she has done.

It is also possible, again depending on the relationship, that Go Jane Go might actually feel relieved. In these cases, it is likely that the relationship wasn’t working for Go Jane Go but because she is committed to good service and doesn’t generally like to engage in what she may see as confrontation, she may have been quietly suffering the relationship. When this client goes, she may actually feel liberated.

In either case, Go Jane Go has an opportunity to remind herself to depersonalize things somewhat and focus on re-investing her energy. In the case of the “bad” customer, she is now free to spend her time focusing on stronger and better relationships. In the case of the lost “good” customer, she should:

1. acknowledge that sometimes things happen that are out of our control,
2. give herself credit for all the things she did that were right
3. acknowledge any lessons learned and commit to improving next time
4. and finally, release any guilt feelings and reinvest her energy in a happier way.

Our last entrepreneur, Merry Jane, is very committed to running her business in a way that helps her be master of her own time. She realizes she may not be making as much money as she might, but she’s happily running her company in a way that works for her lifestyle. Roughly 19% of women business owners are Merry Janes.

Merry Jane cares about her customers and wants to keep them, but at the same time she knows that she only has so much time to invest in any given customer. Therefore, when a customer leaves, she is likely to see it fairly pragmatically, knowing that sometimes these things happen in business. She’ll quickly turn her attention to identifying the next new customer to replace the loss.