Eos ala vendor choice


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Eos ala vendor choice

  1. 1. ILS How to Convince Approve Management Yourto New
  2. 2. Bryan Long Executive Account Manager
  3. 3. Stephen Abram Advocate for Special Libraries
  4. 4. ILS How to Convince Approve Management Yourto New
  5. 5. How to Get ‘Management’ to Approve Your Next ILS Stephen Abram, MLS EOS @ ALA June 28, 2014
  6. 6. First Key Question • Who is your audience? – CEO – Your Boss – Systems Chief – CFO – Staff – Influencers
  7. 7. 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.
  8. 8. Second Key Question • What do you need to achieve? – Forklift Change – Upgrade scheduling – Budget – Movement to Cloud – ?
  9. 9. Is there a difference between your needs and theirs?
  10. 10. Features, Functions, Benefits
  11. 11. 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.
  12. 12. 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.
  13. 13. 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.
  14. 14. 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’.
  15. 15. 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.
  16. 16. 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…
  17. 17. Stephen’s Cialdini Obsession
  18. 18. Stephen’s Cialdini Obsession
  19. 19. Stephen’s Cialdini Obsession
  20. 20. You are your own BRAND!
  21. 21. Focus on RAPPORT
  22. 22. IDEAS are the Currency of Influence
  23. 23. Sharing EXPERTISE has VALUE
  24. 24. 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?
  25. 25. What is the one thing we do wrong too often? We don’t . . . _______________________
  26. 26. Ask for the Sale!
  27. 27. START WITH THE “WHY?” Influence out of context is just a party conversation.
  28. 28. 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
  29. 29. Elements of Identity VoiceValuesPromise
  30. 30. • Information Roles • Information Habits • Perceptions of Value • Perceptions of Role Key Findings
  31. 31. 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
  32. 32. 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
  33. 33. 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 information Timeliness of information Ease of use/access Provision of the most current information available Easy to do business with Respected in the industry A provider of relevant and actionable information Depth of coverage Easy to interact with Overall cost-effectiveness A trusted advisor in the marketplace On the leading edge of the information marketplace Usability/user interface Services that I will reuse the next time Overall value of decision support Update frequency Breadth of coverage Frequency of delivery Services that I would recommend to others Integrates new technologies for delivery of information Includes value-added analysis Medium/format Visible in the marketplace Bundling of components/packaging Relevance of information (94%) Timeliness (93%) Ease of use/access (93%) Access to most current information (93%) Perceptions of Value
  34. 34. 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
  35. 35. 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
  36. 36. 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
  37. 37. Respondents were asked to rate specific words and concepts Frequency of Mention IntensityofLiking 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
  38. 38. 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
  39. 39. Key Messages for the Professional to Use Knowledge Sharing Information 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 Networking Through active global networking, information professionals promote the exchange of information, innovative ideas, insights and trends.
  40. 40. 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.
  41. 41. Differences in the Private and Public Sector Approaches to Benefits (FABS) Private Sector  Competitive advantage is the ideal  Innovation is key to long-term existence  Focus on clients and marketshare  Business strategies  Responsibility to shareholders or owner/investors  Increasing revenue  Risk oriented  Economic success is a prime personal motivator  Competitors, partners and allies  e-Business is the challenge  Focus on “results” Public Sector  Collaborative advantage is the ideal  Good service is the key to long-term existence  Focus on citizens and social contract  Political agendas and government imperatives  Responsibility to parliament and to citizens  Wise use of tax dollars  Risk averse  Making a positive impact on society is a strong motivator  Other departments, levels of government, unions  e-Government is the challenge  Focus on “process”
  42. 42. Selling Ideas You are engaging in an INFLUENCE agenda. Selling is not a dirty word! Politics is not a dirty word!
  43. 43. 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?
  45. 45. 4 P’s of Personal Influence • Plug-in • Proactive • Personable • Professional
  46. 46. Vendor: Partner or Foe? Vendor Relations Negotiating Contracts Partnerships Working the tradeshow Vendor life!
  47. 47. Relationships and Negotiating with Vendors (Vendors are people too…..really….)
  48. 48. 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.
  49. 49. 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
  50. 50. 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!
  51. 51. 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.
  52. 52. 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)
  53. 53. 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
  54. 54. What is Negotiating • “a series of communications either oral or in writing that reach a satisfying conclusion for all concerned parties”
  55. 55. 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.
  56. 56. 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
  57. 57. 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
  58. 58. 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
  59. 59. Vendor Partnerships • Vendors want to help you do your work better • They are experts on solving your problems
  60. 60. Working a tradeshow
  61. 61. 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?
  62. 62. Stand Out in a Crowd
  63. 63. Stephen Abram, MLS, FSLA Principal Lighthouse Consulting and Dysart & Jones Associates Cel: 416-669-4855 stephen.abram@gmail.com Stephen’s Lighthouse Blog http://stephenslighthouse.com Thanks!