1 / 23

DR. JAGDISH N. SHETH Charles H. Kellstadt Professor of Marketing Emory University jag@jagsheth.com

… … … …. Internal Marketing of Business Libraries . DR. JAGDISH N. SHETH Charles H. Kellstadt Professor of Marketing Emory University jag@jagsheth.com. The Challenging Environment of the Business Librarians. Demanding Internal Customers. Internet Revolution. 7. 1. Non-Traditional

titus
Download Presentation

DR. JAGDISH N. SHETH Charles H. Kellstadt Professor of Marketing Emory University jag@jagsheth.com

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. … … … … Internal Marketing of Business Libraries DR. JAGDISH N. SHETH Charles H. Kellstadt Professor of Marketing Emory University jag@jagsheth.com

  2. The Challenging Environment of the Business Librarians Demanding Internal Customers Internet Revolution 7 1 Non-Traditional Competition Commoditization of IT Services 2 Challenging Environments 6 3 5 Distributed Learning 4 Retaining Talent Budget Caps

  3. The Prisoners of Existing Paradigms Anticipatory Management Library Philosophy & Practice Culture Processes Infrastructure Personal Leadership Opportunity Driven Structure Reactive Management Traditional Library Practice Crisis Driven Past Future Status Quo Management

  4. The Fundamental Shift in the Role of Business Librarians LEADERSHIP STYLE Future Role SUPPORT FUNCTION STRATEGIC FUNCTION Traditional Role ADMINISTRATIVE STYLE

  5. How to Succeed in Internal Marketing Become a Trusted Advisor Provide Executive Leadership 7 1 The 4 As of Marketing Invest in Patron Loyalty Processes 2 6 3 5 Educate, Educate, Educate 4 Reorganize Resources Align with IT Initiatives

  6. Provide 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 = PERSONAL LEADERSHIP X X PASSION COMPETENCE EMPATHY

  7. The 4 As of Internal Marketing • Acceptability (functional, atmosphere, social) • Affordability (ability, value) • Accessibility (time, effort, location) • Awareness (reminder, reinforcement) VALUE OF INTERNAL MARKETING = X X X ACCEPTABILITY AFFORDABILITY ACCESSIBILITY AWARENESS You need all four “A”s to make a difference!

  8. Educate, Educate, Educate • Educator model of Internal Consulting • Increase awareness • Celebrate achievements • Create an in-house Library Academy

  9. C O M M U N I C A T I O N C The Information Industry INFORMATION VOICE IMAGE TEXT DATA VIDEO FUNCTION CREATE & COLLECT (Content) TELE- P U B L I S H I N G P H O T O G R A P H Y C O M P U T I N G E N T E R T A I N M E N T DISPLAY (Communication Devices) STORE (Memory Devices) PROCESS (Applications) DISTRIBUTE (Transport)

  10. The New Information Industry Digital electronics has created integration among the communications media. INFORMATION IMAGE VOICE DATA TEXT VIDEO FUNCTION CREATE & COLLECT (Content) INTEGRATED CONTENT DISPLAY (Communication Devices) INTEGRATED DEVICES STORE (Memory Devices) INTEGRATED STORAGE INTEGRATED APPLICATIONS PROCESS (Applications) DISTRIBUTE (Transport) INTEGRATED HIGHWAYS

  11. Evolution of Next Generation Networks TELEMATICS (Cars, Planes & Appliances) OPTICAL NETWORKS WIRELESS (PDA) SPEED BROADBAND (Cable, DSL) INTERNET (Computer) WIRELINE (Telephone) SCALE

  12. Align with IT Initiatives Externally Networked (Extranets) SUPPLY CHAIN AUTOMATION (SCM) E-BUSINESS (CC) CUSTOMER RELATIONSHIP AUTOMATION (CRM) BUSINESS PROCESS AUTOMATION (ERP) Internally Networked (Intranets) Back Office Productivity Front Line Productivity

  13. Reorganize 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

  14. Invest in Patron Loyalty Processes PATRON SATISFACTION BASED COMPENSATION PATRON COMES FIRST PATRON ORIENTED PROCESSES RESPONSIVENESS (COURTESY & SPEED) PSYCHOLOGICALBONDING STRUCTURAL BONDING FRONTLINE INFORMATION SYSTEMS PROFESSIONALISM & COMPETENCE VALUE BONDING MASS CUSTOMIZATION QUALITY OBSESSION PROACTIVE INNOVATION

  15. The 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. SELF SERVICE EXPERT FOR HIRE TRUSTED ADVISOR

  16. 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 Experts vs. Trusted Advisors EXPERT TRUSTED ADVISOR

  17. The 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.

  18. Vendor vs. Expert vs. Trusted Advisors COLLABORATIVE RELATIONSHIP TRUSTED ADVISOR EXPERT PROFESSIONAL BUSINESSSOLUTION FUNCTIONAL EXPERTISE VENDOR TASK ORIENTATION

  19. Segmenting Clients by Loyalty Clients • Loyalists are both “Completely Satisfied” and believe they are “Getting Excellent Value” • Contented believe one or the other • At Risk believe neither Loyalists 31% At Risk 47% Contented 22%

  20. 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% Trusted Advisor 54% 33% 12% Expert for Hire 26% 28% 46% Loyalist Contented At Risk Vendor 11% - 89%

  21. Why 47% of Clients are At Risk • Seven Issues Best Reveal Why 47% of Clients Are At Risk % Completely Satisfied Clients Who Are Loyalists 92% 87 85 82 79 76 71 Clients Who Are At Risk 51% 42 38 41 43 38 42 Issues Has the best interest of the client in mind Does everything possible to make us successful Makes me look good Is a leader in his field Adapts his experience to our circumstances Is open to feedback to improve performance Doesn’t work with our competitors

  22. How to Become a Trusted Advisor Detached Commitment (Selfless Independence) Listening (Empathy) 7 1 Trust (Integrity) Powers of Conviction (Values) 2 6 Client’s Best Interests In Mind 5 3 Deep Generalists (Keen Observation) 4 Eye for Winners (Judgment) Big Picture Thinking (Framework)

  23. Value Added Activities of Trusted Advisors Mentor HIGH Assess Progress Offer Breadth Major Activities Exercise Client Selectivity Synthesize & Use Frameworks Value Added Activities Apply Judgment Codify Analyze Access Structure Collect Aggregate LOW Supply Information Provide Knowledge Offer Insight Educate EXPERTS FOR HIRE TRUSED ADVISORS

More Related