eos ala vendor choice
DESCRIPTION
EOS Client BreakfastTRANSCRIPT
ILS
How to
Convince
Approve
ManagementYour
to
New
Bryan LongExecutive Account Manager
Stephen AbramAdvocate for Special Libraries
ILS
How to
Convince
Approve
ManagementYour
to
New
How to Get ‘Management’ to
Approve Your Next ILS
Stephen Abram, MLSEOS @ ALA
June 28, 2014
First Key Question
• Who is your audience?– CEO– Your Boss– Systems Chief– CFO– Staff– Influencers
What is the Leader’s Context?
• Transformative Change• Strategic Considerations• Operational efficiency and effectiveness• Productivity• Decision quality – informed decision making• Culture
These are not in any particular order.
Second Key Question
• What do you need to achieve?– Forklift Change– Upgrade scheduling– Budget– Movement to Cloud– ?
Is there a difference between your needs and theirs?
Features, Functions, Benefits
Quick Tip #1
1. Tie it to a company initiative. Is your organization undertaking process change or an update to a CRM or ERP system? If so, now may be the time to talk to your CEO and CFO about the switch. By combining initiatives, your company may be able to reduce migration costs by rolling out the new systems together, while saving time educating new users.
Quick Tip #2
2. Explain the personal benefits of a switch. The CEO and CFO may not care that you can deploy more webpages or if you have better deliverability, but they will care if you can give them insight to help them make better business decisions. Show them how better information and records management can give them more benefits into better strategically aligned results. Also, highlight the benefits that come from more decision productivity and alignment with results.
Quick Tip #3
3. Tie the CFO’s goals to the project. Is your CFO being called upon to reduce costs this half of the year? Explain the true cost of the existing system – software plus people to run and maintain it. Then show how the long-term savings enabled by a newer system will quickly outweigh the up-front costs. Is revenue growth the CFO’s primary motivator? Outline how the new technology will allow you to launch and optimize the productivity and performance of strategic employees, department and groups.
Quick Tip #4
4. Get the CEO and CFO involved in the decision process. Often purchase requests are rejected because the decisions makers weren’t involved in evaluating and selecting the technology. Ask the CEO and CFO to share their questions and concerns about the switch and involve them in the decision-making process to minimize objections. Remember AIDA and the negative effects of ‘surprise’.
Quick Tip #5
5. Share success stories and encourage the CEO and CFO to talk to customer references. Early on, share testimonials and case studies that demonstrate the ROI that similar companies have realized by making the switch. Close to making the switch? Set the CEO and CFO up for coffee or a phone call with one of their peers who has made a successful transition. Hearing from another company in a similar situation is one of the best ways to convince an executive that a change will deliver long-term benefits.
Overall Goal
By focusing the “switch” discussion around the goals and concerns of the CEO and CFO, you are much more likely to get buy-in for the tool you need.
And get the top management champion to get on the IT priority radar…
Stephen’s Cialdini Obsession
Stephen’s Cialdini Obsession
Stephen’s Cialdini Obsession
You are your own BRAND!
Focus on RAPPORT
IDEAS are the Currency of Influence
Sharing EXPERTISE has VALUE
Sales is NOT a Dirty Word!!
• It’s simple really.• You want to influence . . . That’s selling plain and
simple.• Therefore . . . What are you selling?
– Time savings? Quality? Productivity? Authority? Answers?– Certainly not ‘information’ . . . What is your differentiator
• What action do you want?• What are they paying with?
– Cash Money? budget? time? reputation? avoidance?
What is the one thing we do wrong too often?
We don’t . . . _______________________
Ask for the Sale!
START WITH THE “WHY?”
Influence out of context is just a party conversation.
Internal Benefits
Clarity of purpose
Motivator for members
Compass for communications
Efficiencies in marketing
External Benefits
Recognition in the market place
Differentiation from competitors
Loyalty of existing members
Attracting new members
Benefits
Elements of Identity
VoiceValuesPromise
• Information Roles
• Information Habits
• Perceptions of Value
• Perceptions of Role
Key Findings
43%
36%
35%
30%
27%
26%
19%
15%
15%
8%
5%
Company Information
Market Research Reports & Services
Education & Training
Scientific, Technical & Medical
News
Human Resources
Legal & Regulatory
Credit & Financial
B2B Trade
Yellow Pages & Directories
Do not use information
Top information categories
Information Habits
40%
18%
42%
23%
10%
13%
18%
7%
8%
3%
10%
28%
14%
15%
4%
14%
7%
7%
3%
2%
33%
22%
19%
19%
18%
16%
16%
13%
13%
12%
8%
8%
7%
7%
7%
6%
5%
4%
6%
8%11%
2%
Making information available to the desktop
Providing competitive intelligence information
Conducting research on users' behalf
Providing training on search/use of information
Managing internal content
Analyzing research results on users' behalf
Helping locate information/experts
Research staff working on project teams
Managing a portal or intranet
Integrating content into work processes
Providing an alerting service on selected topics
Managing a physical library and print collection
Evaluating and purchasing content sources
Staffing a reference desk, call center, etc.
Consultation on organizing information
Providing customized information products
Document delivery
Managing external content
Information architecture
Copyright compliance
Other
Providers
Users
Most Valuable Information Roles (Users vs. Providers)
Perceptions of Value
Most Important Attributes of Information Resources
94%93%93%93%
91%91%
89%89%89%88%87%86%86%
84%81%80%
78%78%
72%72%
69%68%
66%50%
Overall relevancy of the informationTimeliness of information
Ease of use/accessProvision of the most current information available
Easy to do business withRespected in the industry
A provider of relevant and actionable informationDepth of coverage
Easy to interact withOverall cost-effectiveness
A trusted advisor in the marketplaceOn the leading edge of the information marketplace
Usability/user interfaceServices that I will reuse the next time
Overall value of decision supportUpdate frequency
Breadth of coverageFrequency of delivery
Services that I would recommend to othersIntegrates new technologies for delivery of information
Includes value-added analysisMedium/format
Visible in the marketplaceBundling of components/packaging
Relevance of information (94%)
Timeliness (93%)
Ease of use/access (93%)
Access to most current information (93%)
Perceptions of Value
Value of Information to Organizations
79%77%76%76%
71%70%
67%67%66%66%65%65%
63%60%
59%58%
53%51%
44%
I know where to store info
I know how to integrate info into my workflow
Info is easy to access once I find it
I have a good understanding of what is available
I have access to high quality content
I know how to manage proprietary documents/data
It is easy to find info I use to make daily decisions
Info helps me make strategic decisions
Info is easy to find
The info I need is effectively integrated into my workflow
Quality/credibility/accuracy is clearly discernable
I have had adequate training on how to search for/use info
Info is timely/frequently updated
Info saves me time
It is easy to find info I use to make critical, high-risk decisions
There are effective processes in place for sharing internal info
Info pros are deeply integrated into my org's business processes
Info helps me save money
Info helps me generate revenue
Perceptions of Value
50%
45%
45%
40%
38%
36%
33%
31%
26%
26%
25%
21%
21%
12%
Make resources and info accessible in a timely, convenient secure manner
Create a culture of continuous learning and knowledge sharing
Provide credible/customized/contextualized info to promote informed decisions
Save time & money by efficiently/effectively obtaining info
Facilitate good decision-making by acquiring/authenticating valuable resources
Provide expert analysis and deliver value-added intelligence
Provide insights and identify trends to create competitive advantage
Anticipate and address info needs to achieve organizational objectives
Develop & demonstrate KM expertise across industries and disciplines
Access networks of experts/colleagues to obtain info & best practices
Collaborate to better understand how to approach challenges & opportunities
Pursue continuous learning through innovative technology & education practices
Promote information literacy through training & education
Embrace Web 2.0 technologies in the management & dissemination of info
Role of Information Professionals
Perceptions of Role
Positioning Statements
Profession Themes Association Themes
Continuous Learning & Expertise Professional Development & Advancement
Knowledge Navigators & Value-added Intelligence
Networking & Personal/Professional Connections
Strategic Advisors & Growth-Drivers Champions for the Profession
Language Exploration
Respondents were asked to rate specific words and concepts
Frequency of Mention
Inte
nsi
ty o
f Li
kin
g
More Liked
Less Liked
These words represent the
buzz portion of the concept, many people mention them
positively
Finding better choices for words or
phrases plotted here will help the concept
There will always be words that are less
liked than others, our goal is to have them
mentioned as infrequently as
possible
Words with positive mentions are always good, perhaps there are words that while
positive, could be replaced with ones mentioned more
often
Interactive Editor
1. Promote vs. defend value-driven benefits
2. Knowledge is the bridge between information and action
3. Evolution, not revolution
4. The “suite” spot—appealing to corporate executives
5. The “L” word
Five Key Findings
Key Messages for the Professional to Use
Knowledge SharingInformation professionals are accountable for gathering, organizing and sharing the right information for the best decisions. Information professionals further create a culture of knowledge sharing by educating colleagues on the best use of information sources.
Global NetworkingThrough active global networking, information professionals promote the exchange of information, innovative ideas, insights and trends.
Key Messages for the Professional to Use
Competitive Advantage Information professionals ensure organizations have the right information, insights and trends to make good decisions and gain competitive advantage.
Bottom-line Benefits Information professionals save organizations time and money by providing value-added intelligence that is accurate, reliable and relevant. We deliver expert information to our organizations in a timely, accessible and convenient manner.
Differences in the Private and Public Sector Approaches to Benefits (FABS)
Private Sectorq Competitive advantage is the idealq Innovation is key to long-term existenceq Focus on clients and marketshareq Business strategiesq Responsibility to shareholders or
owner/investorsq Increasing revenueq Risk orientedq Economic success is a prime personal
motivatorq Competitors, partners and alliesq e-Business is the challengeq Focus on “results”
Public Sectorq Collaborative advantage is the idealq Good service is the key to long-term
existenceq Focus on citizens and social contractq Political agendas and government
imperativesq Responsibility to parliament and to citizensq Wise use of tax dollarsq Risk averseq Making a positive impact on society is a
strong motivatorq Other departments, levels of government,
unionsq e-Government is the challengeq Focus on “process”
Selling IdeasYou are engaging in an INFLUENCE agenda.
Selling is not a dirty word!Politics is not a dirty word!
Selling Yourself
You are engaging in a long term relationship!Invest your personality
Position Yourself and not merely your resources . . .
Promise• What are you all about?Identity• How do people recognize you?Contribution• How do you make a difference?Promotion• How do you get the word out?Monetization• How do you ultimately profit?
YOUR COMPETENCIES – NOT JUST YOUR SKILLSYOUR INSIGHTS AND ADVICEYOUR NETWORK AND CONNECTIONSYOUR RESOURCES
YOU!
What are you selling?
4 P’s of Personal Influence
• Plug-in• Proactive• Personable• Professional
Vendor: Partner or Foe?
Vendor Relations
Negotiating Contracts
Partnerships
Working the tradeshow
Vendor life!
Relationships and Negotiating with Vendors
(Vendors are people too…..really….)
Conducting yourself with Vendors – the do’s and don’ts
• Don’t forget your colleagues are vendors• Don’t forget you are a professional• Don’t use the grapevine and discussion lists for
gossip• Do treat vendors like professionals (and yourself too)• Do use your vendors for the information you need• Do your business transactions in a business-like
fashion• Remember that some of your firms and companies
are vendors too.
Building Relationships
• Vendors can be your friend; treat them like one as they earn it
• Use their expertise and networks• Meet with them to educate yourself• Ask lots of questions
Use your People Skills
• You can separate the true Vendor Reps from “Fly by Night” sales people
• Let them know your current situation, your real needs
• Learn to understand the vendor’s product(s); what it is and what its limitations are• “You get what you pay for” generally holds
true!
Know your Situation
• When you take over a library…– Arrange for meetings with your vendors– Ask for them to prepare a profile of your account,
with what you own (including pricing)– “Here’s what I’m trying to do”– If you don’t understand the product, ask them to
help you out. Don’t be afraid to be dumb!– Ask them if there are things THEY think you should
be doing.
Quotes/Pricing
• Ensure you compare “Apples to Apples” • A vendor may be able to sell you an Apple or
an Orange• Judge the complete package, including service
and reputation • Ask for References (though they usually are
good)
RFP’s• Can be very constrictive – consider a pre-
RFP research phase or RFI• May remove decision making from
libraries• Designed by purchasing to “be fair”• Limit discussion, understanding, and
innovation• If you need to do an RFP:
– Segregate “need” statements (situation) from questions
– Give grading criteria– Book presentations/meetings– Consider real demos versus beauty
contests
What is Negotiating
• “a series of communications either oral or in writing that reach a satisfying conclusion for all concerned parties”
Negotiating
• You’re in a power position – be wise• Ask questions, advise on situation• Deal with reality• Work as a team with your Rep, not as an
adversary. You will get at least a better deal and much better service!
• It’s a long term relationship . . . Not just a sale/contract.
To Get the Best Price
• Are you kidding, I can’t tell you that!!!• Just do your homework
– Talk to other people– But, go back to your vendor– References– Continue to communicate
• Know the real cost: Value, Price, Cost, and TCO are very different lenses
Maintaining your Relationships
• Make clear your expectations of your relationship (be realistic of course).
• Ask the representative what you can expect from them in maintaining your account
• Understand the responsibilities of your Rep and try to meet the back office.
• Communicate – let them know if you are not happy or need something
Last words…
• Let the reps know how you feel. Don’t forget to praise
• Don’t be afraid!• Listen, you may find yourself on the Dark Side
yourself• Use common sense
Vendor Partnerships
• Vendors want to help you do your work better• They are experts on solving your problems
Working a tradeshow
Making the most of it
Determine your goals for the show Take notes and keep them organized Learn to say “NO”! Seek out new vendors Book appointments before you arrive Ask open ended questions Don’t only socialize with old friends Know the tempo of the tradeshow Wear comfortable shoes Be a participant Is it really about pens?
Stand Out in a Crowd
Stephen Abram, MLS, FSLAPrincipal
Lighthouse Consulting and Dysart & Jones AssociatesCel: 416-669-4855
[email protected]’s Lighthouse Blog
http://stephenslighthouse.com
Thanks!