EOS Luncheon at SLA.

1. How to Get
‘Management’
to Approve
Your Next ILS
Stephen Abram, MLS
EOS @ SLA
June 8, 2014

2. First Key Question
• Who is your audience?
– CEO
– Your Boss
– Systems Chief
– CFO
– Staff
– Influencers

3. 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.

4. Second Key Question
• What do you need to achieve?
– Forklift Change
– Upgrade scheduling
– Budget
– Movement to Cloud
– ?

5. Is there a difference between your
needs and theirs?

6. Features, Functions, Benefits

7. 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.

8. 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.

9. 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.

10. 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’.

11. 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.

12. 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. Stephen’s Cialdini Obsession

16. Stephen’s Cialdini Obsession

17. Stephen’s Cialdini Obsession

18. You are your own BRAND!

19. Focus on RAPPORT

20. IDEAS are the Currency of Influence

21. Sharing EXPERTISE has VALUE

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?
– Certainly not ‘information’ . . . What is your
differentiator
• What action do you want?
• What are they paying with?
– Cash Money? budget? time? reputation? avoidance?

23. What is the one thing we do
wrong too often?
We don’t . . .
_______________________

24. Ask for the Sale!

34. START WITH THE “WHY?”
Influence out of context is just a party conversation.

37. 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

38. Elements of Identity
VoiceValuesPromise

39. • Information Roles
• Information Habits
• Perceptions of Value
• Perceptions of Role
Key Findings

40. 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

41. 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

42. 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

43. 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

44. 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

45. 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

46. 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

47. 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

48. 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.

49. 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.

50. 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”

51. Selling Ideas
You are engaging in an INFLUENCE
agenda.
Selling is not a dirty word!
Politics is not a dirty word!

52. 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?

53. YOUR COMPETENCIES – NOT JUST YOUR SKILLS
YOUR INSIGHTS AND ADVICE
YOUR NETWORK AND CONNECTIONS
YOUR RESOURCES
YOU!
What are you selling?

54. 4 P’s of Personal Influence
• Plug-in
• Proactive
• Personable
• Professional

55. Vendor: Partner or Foe?
Vendor Relations
Negotiating Contracts
Partnerships
Working the tradeshow
Vendor life!

56. Relationships and Negotiating with
Vendors
(Vendors are people too…..really….)

57. 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.

58. 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

59. 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!

60. 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.

61. 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)

62. 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

63. What is Negotiating
• “a series of communications either
oral or in writing that reach a
satisfying conclusion for all
concerned parties”

64. 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.

65. 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

66. 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

67. 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

68. Vendor Partnerships
• Vendors want to help you do your work better
• They are experts on solving your problems

69. Working a tradeshow

70. 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?

71. Stand Out in a Crowd

72. 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!