When the owners of Beethoven & Company put out a distress call to a computer consultant last spring, they were motivated by the same thing that motivates most small business operators in such situations: a problem that no longer could be tolerated. Since launching their classical sheet music store five years earlier in Tallahassee, Florida, United States, Margaret Pendleton and Tom Buchanan had been hobbled by a point of sale and inventory control software system that consistently ran slow. Though designed specifically for music retailers, the package had become an operational bottleneck. Finally, Pendleton says, "We couldn't live with the headache any longer." Given their 40,000-item inventory and budding Internet sales operation, jettisoning technology altogether and returning to a non-automated system was not an option. The partners needed to improve or replace what they had. Enter Aegis Computer Services, a local information technology (IT) consulting firm recommended to Pendleton by a business associate. After the owners had been thoroughly debriefed by Aegis CEO Pam Butler, a team of consultants visited the store and began analyzing the problem. It was not, as Pendleton and Buchanan had suspected, the software that was at fault. Instead, some of the computers on the store's local area network lacked sufficient random access memory (RAM) to run the program effectively. If it sounds "techy," it is; thus, the value of a technology partner. By replacing several of the computers and upgrading the operating system from an earlier version, the problem was solved. On This PageTake a Long-Term Approach to ITIt was at this point that Pendleton and Buchanan departed from typical small-business behavior. Instead of waiting until the next crisis to get back in touch with their IT partner—in this case, a consultant—they forged an ongoing relationship by entering into monthly maintenance agreement intended to ferret out and fix potential problems. Though the owners by no means regard the monthly $400 fee as inconsequential, Pendleton says, she and Buchanan felt that technology "was as important as anything else we have in our store. It's just a part of doing business." More than just farsighted, such an attitude is becoming necessary for business owners and managers who seek to line up competent IT help. Many small and mid-size businesses will find it more efficient to partner with an IT provider than to hire all IT staff in house. That partnership can be formed in one or several ways, such as working with the vendor who provides the business system and software, contracting with a third-party IT consultant, or both. In any case, the bottom line is this: Increasingly, a good IT partnership, like a good marriage, depends on both sides meeting the expectations of the other. This is especially so for companies that, because of limited resources, aren't considered preferred clients by larger IT consulting firms. Why Smaller Companies Face Challenges Securing IT PartnersThe problem, says Janet Shaver, head of San Francisco, California-based Synergy Business Solutions, a business process design and analysis firm which has gotten out of IT consulting, is that the revenue potential for consulting firms isn't as high when working with smaller businesses. Not only do such companies often lack resources to devote to their IT problems, but they're unwilling to commit to an ongoing relationship with a consulting firm. "The overhead is the same" when working with small companies, Shaver says, "but the potential for profit is less." Consequently, consulting firms tend to focus on a better-heeled clientele. Mark Roberts, CEO of the National Association of Computer Consultant Businesses (NACCB), an Alexandria, Virginia-based organization representing 320 firms in the United States, says the vast majority of members work with larger companies. Typical services provided include custom software development or help desk staffing. As for smaller businesses that need assistance with a hardware or software problem, if they can find help at all, it usually comes from a sole operator. Known by some in the industry as "trunk slammers"—their cars often are their offices—individual consultants can be more than capable of dealing with a primary problem but then fail to provide consistent support, Shaver says. How to be a Good IT ClientStill, by adopting the kind of mindset displayed by the owners of Beethoven & Company, your company can find comprehensive and ongoing IT support. What's required on the part of management, Butler says, is your willingness to take these steps: | • | Budget for IT. While cash flow is extremely important to small and mid-size businesses, keep in mind that money spent to prevent technology problems will, in the long run, result in an improved bottom line. | | • | Make fundamental changes. Don't apply a tech Band-Aid to a flawed process. It might solve a problem temporarily, but a more cost-effective approach may be to replace the process entirely. | | • | Fund employee training. Obviously, workers who aren't getting the most from their IT tools aren't contributing as much as they could to company profitability. Again, a short-term investment can result in a long-term payoff when you train employees up front. | | • | Pay for prevention. It's usually less expensive to pay for the kind of maintenance required to head off problems than it is to address problems after the fact. |
What to Look for in an IT PartnerA business owner who's willing to do what's necessary to be a good client deserves good and effective IT services in return. Knowing what to look for in an IT consultant can dramatically improve the odds of receiving good service. Roberts of the NACCB says the following criteria should be applied in the search for a consultant: | • | Experience. Everyone has to start somewhere, but you probably don't want you and your business to be the consultant's first client. So make certain the individual consultant or firm has experience doing what you need done. | | • | Standards of practice. Firms in the United States that belong to the NACCB subscribe to a statement of business principles that defines ethical behavior regarding clients, their proprietary information, and competitors. If you're considering a firm that doesn't belong to an association, ask if they've promulgated their own code and be sure to ask for references. | | • | Focus of practice. Some IT firms provide general consulting while others specialize in specific areas. Make sure your needs match the consultant's expertise. | | • | Method of services delivery. Businesses with an in-house structure for managing the IT process may simply need to augment their human resources by "renting" a body or two, with management provided in-house. On the other hand, smaller companies probably will want the consultant to oversee and deliver a project. |
Ultimately, there's nothing mysterious about a good IT partnership. Like those between two people, a good one is characterized by mutual understanding. Philipp Harper is a veteran freelance writer who writes about the impact of government and the economy on small business.
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