Library Hospitality: Public Relations Work, CRM Applied

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Presented by Cecilia E. Samson at PAARL’s National Summer Conference on the theme "Superior Practices and World Widening Services of Philippine Libraries", held at Dao District, Tagbilaran City, Bohol, 14-16 April 2010

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Library Hospitality: Public Relations Work, CRM Applied

  1. 1. <ul><li>PAARL National Summer Conference on </li></ul><ul><li>“ SUPERIOR PRACTICES & WORLD WIDENING SERVICES OF PHILIPPINE LIBRARIES” </li></ul><ul><li>Function Hall, Dao Diamond Bed & Breakfast Hotel Dao District, Tagbilaran City </li></ul><ul><li>April 14 -16, 2010 </li></ul>
  2. 2. LIBRARY HOSPITALITY: PUBLIC RELATIONS WORK, CRM APPLIED CECILIA E. SAMSON Director of Libraries Holy Name University Tagbilaran City
  3. 3. <ul><li>HOSPITALITY </li></ul><ul><li>Hospitality is the cordial and generous reception of or disposition toward guests. </li></ul>
  4. 4. <ul><li>PUBLIC RELATIONS </li></ul><ul><li>Public relations is the management function which evaluates public attitudes, identifies the policies and procedures of an individual or an organization with the public interest, and plans and executes a program of action to earn public understanding and acceptance. </li></ul><ul><li>It is the management of communication between an organization and its publics. </li></ul><ul><li>Marketing promotes a specific product while public relation promotes the entire institution. </li></ul>
  5. 5. <ul><li>CUSTOMER RELATIONSHIP MANAGEMENT (CRM) </li></ul>- CRM is the core business strategy that integrates internal processes and functions and external networks to create and deliver value to targeted customers at a profit. It is grounded on high quality customer-related data and enabled by information technology.
  6. 6. <ul><li>- CRM is a business strategy to select and manage the most valuable customer relationships. CRM requires a customer-centric business philosophy and culture to support effective marketing, sales, and service processes. CRM applications can enable effective customer relationship management, provided that an enterprise has the right leadership, strategy, and culture. </li></ul>
  7. 7. <ul><li>(Keywords) - business > organization </li></ul><ul><li>customer > clients </li></ul><ul><li> profit > objectives </li></ul>
  8. 8. <ul><li>1960s – marketing – watchword for achieving competitive advantage </li></ul>  Fashion in the 60s
  9. 9. <ul><li>1970s – manufacturing becomes the hot topics </li></ul>Fashion in the 70s
  10. 10. <ul><li>1980s – quality </li></ul>80s style
  11. 11. <ul><li>1990s – customer relationship management (CRM) </li></ul>90s style
  12. 12. <ul><li>Why has CRM bullied its way to a billion-dollar industry? Bottom line: Power has shifted to customers, who stand astride three powerful currents: </li></ul><ul><li>The failure of enterprise resource planning (ERP) systems to bestow a lasting competitive advantage for companies. </li></ul><ul><li>The cycle of innovation-to-production-to- obsolescence has accelerated, leading to an abundance of options for customers and a shrinking market window for vendors. </li></ul>
  13. 13. <ul><li>-Internet-surfing customers have a far easier time collecting information about competing suppliers, and can switch to another vendor at the click of a mouse. With product advantages reduced or neutralized in many industries due to increased “commoditization,” the customer relationship itself is the focus of competitive advantage. </li></ul>
  14. 14. <ul><li>CRM CONSTITUENCIES: </li></ul><ul><li>Companies </li></ul><ul><li>customers and partners of those companies </li></ul><ul><li>vendors of CRM software </li></ul><ul><li>CRM application providers </li></ul><ul><li>vendors of CRM hardware and infrastructure </li></ul><ul><li>management consultants </li></ul>
  15. 15. <ul><li>4 types of CRM </li></ul><ul><li>1. strategic – is a core customer-centric business strategy that aims at winning and keeping profitable customers. Data mining is used. </li></ul><ul><li>2. operational – automates and improves customer-facing and customer supporting business processes. Data mining is used. </li></ul><ul><li>3. analytical – concerned with capturing, storing, extracting, integrating, processing, distributing, using and reporting customer-related data to enhance both customer and company value. </li></ul><ul><li>Ex. Sales data (purchase history), financial data (payment history, credit score), marketing data (campaign response, loyalty scheme data) and service data. </li></ul><ul><li>(library borrowers’ data) </li></ul>
  16. 16. <ul><li>4. collaborative – uses technologies to transact across organizational boundaries with a view to optimizing company, partner and customer value. </li></ul><ul><li>  </li></ul><ul><li>Data mining is defined as the “process of discovering new correlations, patterns, and trends by sifting through large amounts of data in repositories using pattern recognition technologies as well as statistical and mathematical techniques.” </li></ul>
  17. 17. <ul><li>Benefits from service automation: </li></ul><ul><li>* enhanced service effectiveness (service requests can be completed more quickly to the customer’s satisfaction </li></ul><ul><li>* greater service productivity </li></ul><ul><li>* improved customer experience </li></ul>
  18. 18. <ul><li>Vendors are cognizant of the fact that once libraries have committed to a new automation system, their sphere of influence diminishes almost completely. This is simple because libraries can no longer produce sufficient leverage when trying to settle disputes. Once a library has purchased an automation system, it can’t just be returned if it doesn’t performs as expected. This is the first, and possibly biggest, power inequity between the vendor and the library. After a sale, the vendor is no longer in a position where it benefits from offering incentives to the library. In fact, at this point, the library becomes a support liability: the vendor’s main priority becomes to minimize the cost associated with that customer. </li></ul>
  19. 19. <ul><li>5 major phases of CRM implementations: </li></ul><ul><li>-Develop the CRM strategy </li></ul><ul><li>-Build the CRM project foundation </li></ul><ul><li>-Specify needs and select partners </li></ul><ul><li>-Implement the project </li></ul><ul><li>-Evaluate performance </li></ul>
  20. 20. <ul><li>Types of employee behavior in response to </li></ul><ul><li>CRM implementation: </li></ul><ul><li>Champions – emotionally and rationally committed </li></ul><ul><li>Weak links – are neither emotionally nor rationally committed </li></ul><ul><li>Bystanders – understand the changes being introduced but feel no emotional buy-in to the change </li></ul><ul><li>Loose cannons – are fired up with enthusiasm but really do not understand what they have to do to contribute to the change </li></ul>
  21. 21. <ul><li>Traditional technologies in data and voice </li></ul><ul><li>communication: </li></ul><ul><li> - surface mail </li></ul><ul><li>- air mail </li></ul><ul><li>- telephones </li></ul><ul><li>- fax </li></ul>
  22. 22. <ul><li>Recent technology in data and voice communication </li></ul><ul><li>- electronic data interchange (EDI) </li></ul><ul><li>- portals </li></ul><ul><li>- e-business </li></ul><ul><li>- voice over internet protocol (VoIP) </li></ul><ul><li>- conferencing </li></ul><ul><li>- chat rooms </li></ul><ul><li>- web-browser </li></ul><ul><li>- e-mail </li></ul>
  23. 23. <ul><li>CUSTOMER-CENTRIC: THE STARTING POINT </li></ul><ul><li>Savvy business executives have always understood the importance of focusing on customers with the best potential for sales and profits and providing good service so they'll come back again and again. Consider a successful small business: the business owner and the staff work hard to provide personal, high-quality service, building a loyal customer base over time. Computers optional. </li></ul>
  24. 24. <ul><li>Peter Drucker – the business of business is getting and keeping customers. </li></ul><ul><li>Therefore to retain customers, we must have a stronger force on measuring & managing the individual customer relationships. In short, all companies, all in the same business that is, satisfying customer needs, which therefore, must be measured and tracked. Measurement maybe in qualitative or quantitative. </li></ul><ul><li>The key is getting closer to our customers & making it easier for them to do business with us. </li></ul>
  25. 25. <ul><li>CATEGORIES OF LIBRARY USERS’ EXPECTATIONS: </li></ul><ul><li>* Tangible - physical facilities, equipment and appearance of personnel </li></ul><ul><li>* Empathy – the caring, individualized attention provided to customers, and an understanding of their situation. </li></ul><ul><li>* Reliability – the ability to deliver or promised (on or before the promised date) </li></ul><ul><li>* Responsiveness – the ability to assist customers in a timely fashion “ acknowledgements are sent quickly. </li></ul><ul><li>* Assurance – knowledgeable librarians and their ability to inspire trust and confidence. </li></ul>
  26. 26. <ul><li>SERVICE QUALITY </li></ul><ul><li>Customer should be perceived in the following way: </li></ul><ul><li>Each customer is the most important person in any business. </li></ul><ul><li>> Customer are not dependent on us , but we are dependent on them. </li></ul><ul><li>> Customers do not interrupt our work. They are the purpose for it. </li></ul><ul><li>> Customers do us favor when they call. We are not doing them favors by providing them services. </li></ul><ul><li>> Customers are part of our business, not outsiders. </li></ul><ul><li>> Customers are human beings like us, with the same feelings and emotions. </li></ul><ul><li>> Customers bring us their wants, and it is our job to fulfill them. </li></ul><ul><li>> Customers deserve the most courteous and attentive service we can provide. </li></ul><ul><li>> Customers are lifeblood of every library. </li></ul>
  27. 27. + = Feedback Maximizing customer satisfaction Respond to individual customers Customer satisfaction and loyalty Identify sources of dissatisfaction Conduct root cause analysis Getting the right job done right the first time Customer relationship management
  28. 28. <ul><li>  </li></ul><ul><li>  </li></ul><ul><li>Customer satisfaction is a state of mind in which his or her needs, wants, and expectations throughout the product/service life have been met or exceeded, resulting in repurchase and loyalty. </li></ul><ul><li>  </li></ul><ul><li>Positive word of mouth will not necessarily get you the sale; however, negative word of mouth essentially guarantees you will not get the sale. </li></ul>
  29. 29. <ul><li>Customer Service Customer Perception Satisfaction Level </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li> </li></ul>Service experience Better than expected delighted As Expected Dissatisfied Less than expected Satisfied
  30. 30. <ul><li>Toolbox for customer relationship measurement & management. </li></ul><ul><li>1. one-on-one consultation </li></ul><ul><li>2. customer education </li></ul><ul><li>3. complaint management </li></ul><ul><li>4. database target marketing </li></ul><ul><li>5. real-time satisfaction monitoring </li></ul>
  31. 32. <ul><li>Unhappy Customers </li></ul><ul><li>Only four percent of dissatisfied customers </li></ul><ul><li>complaint </li></ul><ul><li>Over ninety percent of unhappy customers </li></ul><ul><li>won’t be back </li></ul><ul><li>Each dissatisfied customer tells nine other people </li></ul>
  32. 34. <ul><li>Happy Customers </li></ul><ul><li>Retaining customer costs one-fifth to one- </li></ul><ul><li>sixth less </li></ul><ul><li>Satisfied customers are willing to pay more </li></ul><ul><li>Each happy customer will tell five people about good service </li></ul>
  33. 35. <ul><li>A person only complains if he or she can conceive of something better, or has experienced something better. Therefore, we should always ask a complaining customer for his or her opinion of what would be a “better way”. You’ll be amazed what you find out- a gold mine of opportunities. Each complaint is a way to serve a particular customer differently, and as such, is an opportunity. </li></ul>
  34. 36. <ul><li>PROCESS TO ENCOURAGE A CULTURAL CHANGE ABOUT COMPLAINTS: </li></ul><ul><li>Train employees to view complaints as opportunities. Complaints are just another way of doing things, not good or bad, right or wrong. </li></ul><ul><li>Challenge employees about how many customer complaints they can document in one week. </li></ul><ul><li>The customers will start talking when they hear a willingness to listen. Instead of “How was your stay?” we might ask “What one thing could we have done to improve your stay? Instead of “How was your research?” we might ask “What one thing could we do to improve your research?” </li></ul><ul><li>Encourage employees to write down customer issues. This is valuable information. Some people will say that talking with customers may interfere with business. </li></ul><ul><li>Reward both complaint gatherers and complainers. </li></ul><ul><li>Emphasizing complaints as feedback will tell employees this is a customer-focused culture. </li></ul>
  35. 37. <ul><li>Why do customers leave companies? </li></ul><ul><li>Answer . Shortcomings in customer service. No customer relationship management. </li></ul><ul><li>In customer relations, we bring our emotions and inner centre to every interaction and working relationship. Service with a heart in using both the intellect and the heart. The way we serve is a reflection of our personal paradigm. The true value of service with a heart lies in the sincerity of the four P’s </li></ul>
  36. 38. <ul><li>Passionate </li></ul><ul><li>Progressive </li></ul><ul><li>Proactive </li></ul><ul><li>Positive </li></ul>
  37. 41. <ul><li>LIBRARY BRANDING – What’s in a name? </li></ul><ul><li>  </li></ul><ul><li>Brand – can be viewed as the seller’s promise to consistently deliver a specific set of benefits, values, or attributes to the consumer. Creation of a brand is not merely as a fuel for selling a service, but as a stamp of quality. </li></ul><ul><li>Is any name, design, style, word or symbol that distinguishes a product from its competitors. Overtime, customers assign meaning to brands. </li></ul>
  38. 42. <ul><li>Old paradigm New paradigm </li></ul><ul><li>price price </li></ul><ul><li>quality quality </li></ul><ul><li>service service </li></ul><ul><li>convenience </li></ul><ul><li>value </li></ul><ul><li>solution </li></ul><ul><li>all of them </li></ul>
  39. 43. <ul><li>Change does not , however, entail on outright rejection of all that has come before. But there are identified features of the libraries that will remain constant and these are outlined by Samuel Green: </li></ul><ul><li>1. Instruction </li></ul><ul><li>2. Answering question </li></ul><ul><li>3. Reader’s-advisory service </li></ul><ul><li>4. Promotion </li></ul>
  40. 44. <ul><li>Paying attention to promotion and marketing of libraries and reference service is becoming more important than ever. </li></ul><ul><li>The greatest challenge in the library service is the challenge of promoting a new concept in the profession </li></ul>
  41. 45. <ul><li>Five principles of public relations: </li></ul><ul><li>1. Honest communication for credibility </li></ul><ul><li>2. Openness and consistency of actions for confidence </li></ul><ul><li>3. Fairness of actions for reciprocity and goodwill </li></ul><ul><li>4. Continuous two-way communication to prevent alienation and to build relationships </li></ul><ul><li>5. Environmental research and evaluation to determine the actions or adjustments needed for social harmony. </li></ul>
  42. 46. <ul><li>Strategies in Public Relations: </li></ul><ul><li>1. Put your library on the web. </li></ul><ul><li>The internet has helped to reduce the psychological distance that exists between an organization and the publics important to its success. This has led to what we have called the cyber-relations. </li></ul><ul><li>2. To build a steady stream of repeat visitors, web sites must focus more on substance than flash. Flashing text, and spinning graphics may generates some hits. But if the content isn’t updated regularly, visitors have no incentive to return. </li></ul>
  43. 47. <ul><li>3. Newsletter distributed by email is an excellent way to market your library </li></ul><ul><li>a. Keep it short and snappy </li></ul><ul><li>4. Welcome kit, media exposure, on-campus posters, strategic timeline and a review of current library publication. Kit- information about specific services </li></ul><ul><li>5. Submitting articles to the local newspapers </li></ul><ul><li>6. Partners with international organizations which cause are for promotion of literacy and reading. </li></ul>
  44. 48. <ul><li>7. Create ask a librarian on-line queries. </li></ul><ul><li>(create “ Ask A Librarian Team”) </li></ul><ul><li>8.Libraries will provide workshops in customer service (e.g. how to manage difficult people /interaction; how to deal with an emergency, etc.) Create : </li></ul><ul><li>( Training and Learning Committee) </li></ul><ul><li>9.Libraries will conduct user’s focus groups to gather data, which will be used to improve library publications (brochures, handouts/Incorporate feedback with subsequent printing of the publications. </li></ul><ul><li>(Create a Marketing/PR Committee) </li></ul>
  45. 49. <ul><li>10. Develop a new hand identity and slogan – it will be reviewed by unit librarians. </li></ul><ul><li>11. Increase stakeholder awareness of library resources and services. </li></ul><ul><li>12. Photo Galleries & Flickr Badges </li></ul><ul><li>13. Start a Book Review Blog </li></ul>
  46. 50. <ul><li>14. Create &quot;Reviews by Library Members&quot; Section of the Library Website </li></ul><ul><li>15. Events Calendar Online - PDF Version </li></ul><ul><li>16. Create a Volunteers Section on the Website </li></ul><ul><li>17. Update the look of libraries </li></ul><ul><li>18. Have a library logo </li></ul><ul><li>19. Reinvent the image of librarians </li></ul>
  47. 51. LIBRARY ACTION PLAN Areas of Concern Objectives Current Status Strategies/ Specific Task Persons Involved Budget Time Frame A. Library Newsletter To produce a library newsletter that will keep the users well- informed of things pertaining to the library. Necessary information pertaining to the library are not properly disseminated. a. Planning b. Presenting the idea to the administration c. Production of the newsletter. -Librarians -Administrators -Writers a. P10,000.00 Annually
  48. 52. Areas of Concern Objectives Current Status Strategies/ Specific Task Persons Involved Budget Time Frame B. Library Logo To create a library logo that will serve as an emblem of the library identity. There is a need to promote the library by adopting a logo. a. Library logo making contest to be initiated by the committee for the National Book Week Celebration. - Committee members - Contestants - Judges P1,500.00 Nov. 24-30, 2011
  49. 53. Nov. 24-30, 2011 Areas of Concern Objectives Current Status Strategies/ Specific Task Persons Involved Budget Time Frame C. Workshop To know and apply the techniques in handling complaints in the library. The librarians and other library personnel need more knowledge in dealing with complaints. a. create a committee in holding a seminar-workshop for complaints b. seminar proper c. evaluation -Seminar committee -Finance Officer -Speaker a. P10,000.00   b. P3,000.00 a. February,2011   b. April, 2011  
  50. 54. Areas of Concern Objectives Current Status Strategies/ Specific Task Persons Involved Budget Time Frame D. Library Materials and Services To enhance users’ understanding, acceptance, and utilization of library resources and services Low utilization of books, periodicals and other library materials. a. Add library signages b. Display window c. Solicit feedbacks and suggestions -Librarians -Working students a. P20,000.00   b. P30,000.00 a. Apr.-May 2011   b. Apr-May, 2011
  51. 55. <ul><li>All transactions must be looked at as relationship-building opportunities. </li></ul><ul><li>Companies want to stand out by offering extraordinary service that makes it hard for customers to look elsewhere. Since service cannot be inventoried, per se, the mindset for developing a competitive customer service strategy must be different. </li></ul><ul><li>In this age of product likeness, in which the market fails to perceive any profuse difference between products or companies & any product advantage today is copied by the competition tomorrow, quality customer relationship management is the only thing that can place one company head and shoulders above the rest. </li></ul>
  52. 56. <ul><li>DAGHANG SALAMAT > THANK YOU </li></ul>
  53. 57. <ul><li>References: </li></ul><ul><li>Anderson, Kristin & Carol Kerr. Customer relationship management . New York: McGraw-Hill, c2002. </li></ul><ul><li>Anton, Jon. Customer relationship management . New Jersey: Prentice-Hall, Inc. c1996. </li></ul><ul><li>Buttle, Francis. Customer relationship management.: concepts and technologies. 2 nd ed. Amsterdam, Elsevier Ltd., c2009 </li></ul><ul><li>Cassell, Kay Ann. Reference and information services in the 21 st century: an introduction. New York: Neal-Schuman Publishers, Inc., c2009 </li></ul><ul><li>Gordon, Rachel Singh. Information tomorrow: reflections on technology & the future of public and academic libraries . New Jersey: Info. House Today, Inc., c2007. </li></ul><ul><li>Greiner, Jay M. Exemplary public libraries: lesson in leadership, management and service. Westport, Connecticut: Libraries Unlimited, c2004. </li></ul>
  54. 58. <ul><li>Guth, David W. & Charles Marsh. Public relations: a value- driven approach . MA, Allyn & Bacon, c2006. </li></ul><ul><li>Reid, Robert D. & David C. Bojanic. Hospitality marketing management . New Jersey: John Wiley & Sons, c2006. </li></ul><ul><li>Patton, Patricia. EQ Service w/ a heart: achieving EQ for outstanding customer service. Singapore: SNP Publishing Pte Ltd., c1997. </li></ul><ul><li>Saez, Eilleen Elliott De. Marketing concepts for libraries and information services . London: Library Association Publishing Ltd., c1993. </li></ul><ul><li>Seitel, fraser P. The Practice of public relations . 8 th ed. New Jersey: Prentice-Hall, Inc. c2001. </li></ul><ul><li>Storbacka, Kaj & Jarmo R. Lehtinen. Customer relationship management . Singapore: McGraw-Hill, c2001. </li></ul><ul><li>Wilcox, Dennis L., et al. Essentials of public relations . New York: Addison-Wesley Educational Publisher, Inc. c2001. </li></ul><ul><li>www.library.america.edu/about/marketing/HU Library Marketing Plan. Pdf </li></ul><ul><li>http://www.libsuccess.org/index.php title=main page </li></ul>

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