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ILS How to Convinc e Approv e Management Your to New

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EOS Client Breakfast

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ILS

How to

Convince

Approve

ManagementYour

to

New

Page 2: Eos ala vendor choice

Bryan LongExecutive Account Manager

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Stephen AbramAdvocate for Special Libraries

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ILS

How to

Convince

Approve

ManagementYour

to

New

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How to Get ‘Management’ to

Approve Your Next ILS

Stephen Abram, MLSEOS @ ALA

June 28, 2014

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First Key Question

• Who is your audience?– CEO– Your Boss– Systems Chief– CFO– Staff– Influencers

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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.

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Second Key Question

• What do you need to achieve?– Forklift Change– Upgrade scheduling– Budget– Movement to Cloud– ?

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Is there a difference between your needs and theirs?

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Features, Functions, Benefits

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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.

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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.

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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.

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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’.

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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.

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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…

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Stephen’s Cialdini Obsession

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Stephen’s Cialdini Obsession

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Stephen’s Cialdini Obsession

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You are your own BRAND!

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Focus on RAPPORT

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IDEAS are the Currency of Influence

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Sharing EXPERTISE has VALUE

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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?

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What is the one thing we do wrong too often?

We don’t . . . _______________________

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Ask for the Sale!

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START WITH THE “WHY?”

Influence out of context is just a party conversation.

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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

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Elements of Identity

VoiceValuesPromise

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• Information Roles

• Information Habits

• Perceptions of Value

• Perceptions of Role

Key Findings

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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

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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

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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

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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

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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

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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

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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

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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

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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.

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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.

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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”

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Selling IdeasYou are engaging in an INFLUENCE agenda.

Selling is not a dirty word!Politics is not a dirty word!

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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?

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YOUR COMPETENCIES – NOT JUST YOUR SKILLSYOUR INSIGHTS AND ADVICEYOUR NETWORK AND CONNECTIONSYOUR RESOURCES

YOU!

What are you selling?

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4 P’s of Personal Influence

• Plug-in• Proactive• Personable• Professional

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Vendor: Partner or Foe?

Vendor Relations

Negotiating Contracts

Partnerships

Working the tradeshow

Vendor life!

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Relationships and Negotiating with Vendors

(Vendors are people too…..really….)

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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.

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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

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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!

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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.

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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)

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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

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What is Negotiating

• “a series of communications either oral or in writing that reach a satisfying conclusion for all concerned parties”

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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.

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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

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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

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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

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Vendor Partnerships

• Vendors want to help you do your work better• They are experts on solving your problems

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Working a tradeshow

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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?

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Stand Out in a Crowd

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Stephen Abram, MLS, FSLAPrincipal

Lighthouse Consulting and Dysart & Jones AssociatesCel: 416-669-4855

[email protected]’s Lighthouse Blog

http://stephenslighthouse.com

Thanks!