Eos august vendor choice final

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Eos august vendor choice final

  1. 1. ILS How to Convince Approve Management Yourto New
  2. 2. Stephen Abram Advocate for Libraries
  3. 3. How to Get ‘Management’ to Approve Your Next ILS Stephen Abram, MLS Webinar Aug. 6, 2014
  4. 4. First Key Question • Who is your audience? – CEO – Your Boss – Systems Chief – Board of directors / Trustees – CFO – Staff – Influencers
  5. 5. 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.
  6. 6. Second Key Question • What do you need to achieve? – Forklift Change – Upgrade scheduling – Budget – Movement to Cloud – ?
  7. 7. Is there a difference between your needs and theirs?
  8. 8. Features, Functions, Benefits
  9. 9. 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.
  10. 10. 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.
  11. 11. 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.
  12. 12. 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’.
  13. 13. 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.
  14. 14. 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…
  15. 15. Stephen’s Cialdini Obsession Robert B. Cialdini is Regents' Professor Emeritus of Psychology and Marketing at Arizona State University. He is best known for his 1984 book on persuasion and marketing, Influence: The Psychology of Persuasion.
  16. 16. Stephen’s Cialdini Obsession
  17. 17. Stephen’s Cialdini Obsession
  18. 18. You are your own BRAND!
  19. 19. Focus on RAPPORT
  20. 20. IDEAS are the Currency of Influence
  21. 21. Sharing EXPERTISE has VALUE
  22. 22. 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? Cost-effectiveness? – Certainly not ‘information’ . . . What is your differentiator? • What action do you want? • What are they paying with? – Cash Money? budget? time? reputation? Risk avoidance?
  23. 23. What is the one thing we do wrong too often? We don’t . . . _______________________
  24. 24. Ask for the Sale!
  25. 25. START WITH THE “WHY?” Influence out of context is just a party conversation.
  26. 26. 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 decision-makers 5. The “L” word Five Key Findings
  27. 27. 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.
  28. 28. 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.
  29. 29. 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”
  30. 30. Selling Ideas You are engaging in an INFLUENCE agenda. Selling is not a dirty word! Politics is not a dirty word!
  31. 31. 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?
  32. 32. YOUR COMPETENCIES – NOT JUST YOUR SKILLS YOUR INSIGHTS AND ADVICE YOUR NETWORK AND CONNECTIONS YOUR RESOURCES YOU! What are you selling?
  33. 33. 4 P’s of Personal Influence • Plug-in • Proactive • Personable • Professional
  34. 34. Vendor: Partner or Foe? Vendor Relations Negotiating Contracts Partnerships Working the tradeshow Vendor life!
  35. 35. Relationships and Negotiating with Vendors (Vendors are people too…..really….)
  36. 36. 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 – ask them the difficult questions • 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 employers are vendors too and have a business model.
  37. 37. 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
  38. 38. 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!
  39. 39. 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 ask dumb questions! – Ask them if there are things THEY think you should be doing.
  40. 40. 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 “comparable” references (though they usually are good)
  41. 41. 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: – Talk to the list first and qualify them – Segregate “need” statements (situation) from feature and function details – Give grading criteria – Book presentations/meetings – Consider real demos versus beauty contests
  42. 42. What is Negotiating • “a series of communications either oral or in writing that reach a satisfying conclusion for all concerned parties”
  43. 43. 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.
  44. 44. 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
  45. 45. 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
  46. 46. 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
  47. 47. Vendor Partnerships • Vendors want to help you do your work better • They are experts on solving your problems
  48. 48. Working a tradeshow
  49. 49. Making the most of it  Determine your goals for the show and questions in advance  Take notes and keep them organized (and the literature really is on the website)  Learn to say “NO”! (but not first)  Seek out new vendors (Who are you?)  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?
  50. 50. Stand Out in a Crowd
  51. 51. Stephen Abram, MLS, FSLA Principal Lighthouse Consulting Cel: 416-669-4855 stephen.abram@gmail.com Stephen’s Lighthouse Blog http://stephenslighthouse.com Thanks!

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