Chapter 7

).

Instead of hearing just about computers in the abstract, you’ll learn about them in life. Arthur C. Clarke, the world-famous science-fiction novelist who wrote _2001_ and _2010_, will tell how WordStar software made him “a born-again writer.” And the FBI, top consultants, and a felon named Captain Zap will warn against electronic crooks.

There’ll be computer tips, too, from obscure but savvy business people, such as a New York real estate executive whose micro skills lead to his six-figure income.

You’ll also hear from some stars of the industry, including WordStar’s creators, and you’ll learn how their lives and philosophies tie in with the products on sale at your local computer store.

We begin with the Ten (Micro) Commandments:

DON’T FALL FOR THE SOFT SELL—OR HARD SELL. THE COMPUTER BUSINESS IS A JUNGLE.

“This machine here is a Mercedes,” a Radio Shack man once told me. “Apple’s the Ford. You want to buy a Mercedes or a Ford?”

How do you cut through the hype to buy a machine that is better than your competitor’s?

You’ve got your own jungle to survive, and, by learning how computer firms make and market their offerings, you’ll be a better shopper.

Especially beware of the computer hawker who says he’s a “technician” with your interest in mind.

BUT REMEMBER THAT GOOD GUYS CAN FINISH FIRST.

The New York executive saved his blue-chip company a fortune and won his $100,000-plus salary without firing anyone, groveling before his boss, or cheapening a product or service.

By picking the right computer or program, you just might get a head start on the office toady.

AVOID THE SNACK-FOOD PROGRAMS—THE ONES EASY TO LEARN BUT LESS SATISFYING TO USE.

With press agents and flashy boxes for disks, the software market is going Hollywood.

It’s also, however, becoming more like the cupcake industry—geared not to nourish but to please instantly.

Some marketeers are trying to displace good, solid business programs with Twinkie-like products that _sell_ well but don’t _work_ well.

LEARN ABOUT COMPUTERS AS THEY RELATE TO YOUR JOB.

Normally, you and your employees needn’t become true computer experts.

In most cases you’ll lack the time or talent to write the programs you need to be fully competitive. Very likely you can use off-the-shelf software instead.

Also, you can find the right computer consultant and carefully oversee his work; this book will help you avoid gobblers.

BE HUMANE—PROFITABLY.

Micros can be efficient and humane at the same time. Don’t confuse _The Silicon Jungle_ with _Winning through Intimidation_. Often, for instance, some humanity can improve your efficiency by lowering the number of errors your people may make. This book tells how to choose equipment that’s easiest on your people’s eyes and backbones.

BONE UP ON COMPUTER CRIME—BUT DON’T NEGLECT ROUTINE WAYS OF MAKING YOUR ELECTRONIC RECORDS SAFE.

You should worry about computer crime, while not neglecting garden-variety problems of “data security,” like coffee spilled on floppy disks.

Pity a poor wedding-cake maker. The other day on the radio I heard that he couldn’t fill his orders because a forgetful computer had wiped them from its memory.

“WIRE IN” TO TELECOMMUTING IF IT’S RIGHT FOR YOUR COMPANY—AND PERHAPS SAVE THOUSANDS IN OFFICE RENTS.

Working at home on a computer isn’t for everyone. Some jobs will always require face-to-face contact.

Telecommuting, however, is a nifty new way to gain an edge on the competition while ending some workers’ rush-hour woes. Say, you now spend $4,000 annually on rented space for each employee. Allowing home work may save you more than $8,000 per telecommuter, totaled up over five years, if your tax rate is 35 percent.

REJOICE! MOST LIKELY YOU’LL JUSTIFY YOUR TRAVAIL.

Computerization is harder than your friendly computer store might lead you to believe, but most likely you’ll justify your travail.

Someone once said he never knew of an author who gave up his computer and returned to a pen. I’ll buy that.

THROUGH IT ALL, KNOW WHAT THE OTHER GUY’S UP TO.

You’re better off if you know what the other guy—or woman—is up to.

This book is, frankly, for top executives and mid-level people, small businessmen, and professionals. And if your employees read it? Well, so much the better.

“You” here is many people.

Some of my most enterprising readers, by the way, won’t just be interested in computers for themselves or their companies. They’ll also see them as marketing opportunities involving the rest of the world.

Take Mike Bell, a Xerox executive. We talked about munytels—neighbor centers offering child care and other services for people “commuting” to the office via computer. And Mike had an idea. Why not _franchise_ the munytels like McDonald’s hamburger stands? Maybe Xerox will start a Munytel Division.

The “other guy” principle also applies to small businessmen selling to the Xeroxes of this world. If you know how the data-processing people think in a large corporation, you may be more understanding if you’re having problems hooking up to a large customer’s computer.

Likewise, the “other guy” idea can help businessmen keep up with competitors and appreciate their own employees’ computer-related fears.

In short, this book is for people who want to survive—and make money—by _listening_.

Ranging over many topics, it may come across as a series of essays rather than a normal guide. So be it. I’m not going to cheat you of helpful facts that _most_ readers won’t care about or that are far removed from the main thrusts of the chapters. You may be desperate for this very material. And items at the ends of the chapters will refer you to “Backup: More Tales and Tips from the Jungle.” “Backup” follows my main book.

=BREAK OUT OF THE USERS-GUIDE GHETTO.=

You already have. _The Silicon Jungle_ is for owners and prospective owners of Radio Shacks, Apples, IBMs—all kinds of machines.

_Do_ buy a guide for your model of computer or your pet software program; this book isn’t a replacement.

It offers, however, more detachment than a guide touting the virtues of a single machine. I’ll write about the computer I own—yes, I have my biases—but it’ll be as an example, not as the final answer. Frankly, _for graphics work alone_, my Kaypro II would not suffice. The screen isn’t good enough. The Kaypro’s electronic brain just is not very visually inclined, and all in all, I’d be far better off doing charts with an Apple Macintosh.

Many good paths wind through the Silicon Jungle.

■ ■ ■

There’s no doubt—the computer business _is_ a jungle. While I was writing this book, Osborne Computers filed for bankruptcy under