DR. JAGDISH N. SHETH Charles H. Kellstadt Professor of Marketing Emory University [email protected] Internal Marketing of Business Libraries ……………………

DR. JAGDISH N. SHETH

Charles H. Kellstadt Professor of MarketingEmory [email protected]

Internal Marketing of Business Libraries

Internal Marketing of Business Libraries

…………

©2002 Dr. Jagdish N. Sheth. All rights reserved.ALA/ Internal Marketing of Business Libraries 6-17-2

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………… The Challenging Environment of the Business LibrariansThe Challenging Environment of the Business Librarians

Internet Revolution

Commoditizationof IT

Services

Budget Caps

RetainingTalent

Distributed Learning

Non-TraditionalCompetition

DemandingInternal

Customers

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3

4

ChallengingEnvironments


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………… The Prisoners of Existing ParadigmsThe Prisoners of Existing Paradigms

Status Quo

Management

Reactive Manageme

nt

Anticipatory

Management

Past Future

Crisis Driven

Opportunity Driven

Library Philosophy & Practice

StructureInfrastructure

ProcessesCulture

Pers

onal

Lea

ders

hip

Traditional

LibraryPractice


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………… The Fundamental Shift in the Role of Business LibrariansThe Fundamental Shift in the Role of Business Librarians

LEADERSHIP STYLE

SUPPORT FUNCTION

STRATEGIC FUNCTION

ADMINISTRATIVE STYLE

Future Role

Traditional Role


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………… How to Succeed in Internal MarketingHow to Succeed in Internal Marketing

ProvideExecutive

Leadership

Invest in PatronLoyalty

Processes

Align withIT

Initiatives

ReorganizeResources

Educate,Educate,Educate

The 4 As ofMarketing

Become a TrustedAdvisor

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3

4


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…………

Provide Executive LeadershipProvide Executive Leadership• Leadership is all about shaping

expectations while managing is all about delivering expectations

• It is the job of the Business Librarian to educate top leadership of the organization on how to create a Differential Advantage through the Library as a Strategic Resource and Asset

PERSONALLEADERSHIP

EMPATHYCOMPETENCE

PASSION= X X


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…………

The 4 As of Internal MarketingThe 4 As of Internal Marketing• Acceptability (functional, atmosphere,

social)

• Affordability (ability, value)

• Accessibility (time, effort, location)

• Awareness (reminder, reinforcement)VALUE OFINTERNAL

MARKETINGACCESSIBILITYAFFORDABILITYACCEPTABILITY= X X XAWARENESS

You need all four “A”s to make a difference!


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…………

Educate, Educate, EducateEducate, Educate, Educate

• Educator model of Internal Consulting

• Increase awareness

• Celebrate achievements

• Create an in-house Library Academy


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………… The Information IndustryThe Information Industry

INFORMATION

FUNCTION

CREATE & COLLECT(Content)

DISPLAY(Communication Devices)

STORE(Memory Devices)

PROCESS(Applications)

DISTRIBUTE(Transport)

VOICE TEXT IMAGE DATA VIDEO

PUBLISHING

PHOTOGRAPHY

CCOMMUNICATION

ENTERTAINMENT

COMPUTING

TELE-


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…………The New Information IndustryThe New Information Industry

INFORMATION

FUNCTIONVOICE TEXT IMAGE DATA VIDEO

CREATE & COLLECT(Content)

DISPLAY(Communication Devices)

STORE(Memory Devices)

PROCESS(Applications)

DISTRIBUTE(Transport)

Digital electronics has created integration among the communications media.

INTEGRATED CONTENTINTEGRATED CONTENT

INTEGRATED DEVICESINTEGRATED DEVICES

INTEGRATED STORAGEINTEGRATED STORAGE

INTEGRATED APPLICATIONS

INTEGRATED APPLICATIONS

INTEGRATED HIGHWAYSINTEGRATED HIGHWAYS


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………… Evolution of Next Generation NetworksEvolution of Next Generation Networks

SCALE

WIRELINE(Telephone)

BROADBAND(Cable, DSL)

INTERNET(Computer)

WIRELESS(PDA)

SPEED

TELEMATICS(Cars, Planes

& Appliances)

OPTICAL NETWORKS


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…………

Align with IT InitiativesAlign with IT Initiatives

Front Line Productivity

Back OfficeProductivity

ExternallyNetworked(Extranets)

E-BUSINESS(CC)

SUPPLY CHAIN AUTOMATION

(SCM)

CUSTOMER RELATIONSHI

P AUTOMATION

(CRM)

BUSINESS PROCESS

AUTOMATION(ERP)

InternallyNetworked(Intranets)


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…………

Reorganize ResourcesReorganize Resources

• As a strategic function, it must be distributed and diffused in all functional, geographic, market and program divisions

• This is similar to other strategic functions such as finance, human resources and information services

• Budgeting becomes matrix management


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………… Invest in Patron Loyalty ProcessesInvest in Patron Loyalty Processes

PATRONCOMESFIRST

PATRON ORIENTED

PROCESSES

FRONTLINEINFORMATION

SYSTEMS

MASS CUSTOMIZATION

PROACTIVEINNOVATION

QUALITYOBSESSION

PROFESSIONALISM& COMPETENCE

RESPONSIVENESS (COURTESY &

SPEED)

PATRON SATISFACTION

BASED COMPENSATIO

N

STRUCTU

RAL

BONDING

VALUE BONDING

PSYCHOLO

GICA

L

BONDIN

G


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………… The Emerging Bipolarity of Patron RelationshipThe Emerging Bipolarity of Patron Relationship

• Just as what has happened to customer service, payroll and IT services, it is likely to happen to Business Library services.

TRUSTEDADVISOR

EXPERT FOR HIRE

SELF SERVICE


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Experts vs. Trusted AdvisorsExperts vs. Trusted Advisors

• Tell

• Provide good answers

• Develop professional trust

• Possess depth of knowledge

• Provide expertise

• Analyze

• Listen

• Ask great questions

• Develop professional and personal trust

• Possess depth and breadth of knowledge

• Provide insights

• Synthesize

TRUSTEDADVISOREXPERT


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………… The Client’s Perception of Trusted AdvisorsThe Client’s Perception of Trusted Advisors

• The really good professionals ask great questions. Often, they enable solutions rather than supply them.

• The best advisors have a good understanding of my industry, but also breadth. Some of the best insights I have gotten have come from professionals who bring analogies from other fields.

• Good professionals are great listeners. They hear what you mean, not necessarily what you say.

• It is very tough finding ‘honest brokers’ who are unbiased and not pushing their own agenda with you. Everyone walks in here wanting something.

• Our consultants always end the session with a half-hour presentation on ‘next steps’, the execution of which cannot, of course, be accomplished without the consultants. What I really value instead are working sessions, which advance our thinking.


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………… Vendor vs. Expert vs. Trusted AdvisorsVendor vs. Expert vs. Trusted Advisors

COLLABORATIVERELATIONSHIP

BUSINESSSOLUTIO

N

TRUSTED TRUSTED ADVISORADVISOR

TASK ORIENTATION

FUNCTIONALEXPERTISE

VENDORVENDOR

EXPERT EXPERT PROFESSIONALPROFESSIONAL


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Segmenting Clients by LoyaltySegmenting Clients by Loyalty

• Loyalists are both “Completely Satisfied” and believe they are “Getting Excellent Value”

• Contented believe one or the other

• At Risk believe neither

Loyalists31%

At Risk47%

Contented22%

Clients


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Relationship Between Type of Professional and Client Loyalty

Relationship Between Type of Professional and Client Loyalty

• Table is read: 54% of clients who view their service provider as a Trusted Professional are Loyalists

• - = less than .5%

Expert for Hire

26%

28%

46%

Vendor

11%

-

89%

TrustedAdvisor

54%

33%

12%

Loyalist

Contented

At Risk


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Why 47% of Clients are At RiskWhy 47% of Clients are At Risk

• Seven Issues Best Reveal Why 47% of Clients Are At Risk

% Completely Satisfied

Clients WhoAre Loyalists

92%87 85 82 79 76 71

Clients WhoAre At Risk

51%42 38 41 43 38 42

Issues

Has the best interest of the client in mindDoes everything possible to make us successfulMakes me look goodIs a leader in his fieldAdapts his experience to our circumstancesIs open to feedback to improve performanceDoesn’t work with our competitors


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………… How to Become a Trusted AdvisorHow to Become a Trusted Advisor

Listening(Empathy)

Powers ofConviction(Values)

BigPicture Thinking

(Framework)

Eye for Winners

(Judgment)

DeepGeneralists

(KeenObservation)

Trust(Integrity)

DetachedCommitment

(SelflessIndependence)

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Client’s BestInterests In Mind


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…………Value Added Activities of Trusted AdvisorsValue Added Activities of Trusted Advisors

Value AddedActivities

HIGH

LOW

Supply Information

ProvideKnowledge

OfferInsight

Educate

Access

Aggregate

Collect

Codify

Structure

Analyze

ApplyJudgment

Synthesize & Use

Frameworks

Offer Breadth

Exercise Client

Selectivity

Mentor

Assess Progress

EXPERTSFOR HIRE

TRUSEDADVISORS

Maj

or A

ctiv

ities

Documents

DR. JAGDISH N. SHETH Charles H. Kellstadt Professor of Marketing Emory University [email protected] Internal Marketing of Business Libraries ……………………