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… … … …. 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

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


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slide1

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
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

the prisoners of existing paradigms
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

the fundamental shift in the role of business librarians
The Fundamental Shift in the Role of Business Librarians

LEADERSHIP STYLE

Future Role

SUPPORT FUNCTION

STRATEGIC FUNCTION

Traditional Role

ADMINISTRATIVE STYLE

how to succeed in internal marketing
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

provide executive leadership
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

the 4 as of internal marketing
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!

educate educate educate
Educate, Educate, Educate
  • Educator model of Internal Consulting
  • Increase awareness
  • Celebrate achievements
  • Create an in-house Library Academy
the information industry

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)

the new information industry
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

evolution of next generation networks
Evolution of Next Generation Networks

TELEMATICS

(Cars, Planes & Appliances)

OPTICAL NETWORKS

WIRELESS

(PDA)

SPEED

BROADBAND

(Cable, DSL)

INTERNET

(Computer)

WIRELINE

(Telephone)

SCALE

align with it initiatives
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

reorganize resources
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
invest in patron loyalty processes
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

the emerging bipolarity of patron relationship
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

experts 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

Experts vs. Trusted Advisors

EXPERT

TRUSTED

ADVISOR

the client s perception of trusted advisors
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.
vendor vs expert vs trusted advisors
Vendor vs. Expert vs. Trusted Advisors

COLLABORATIVE

RELATIONSHIP

TRUSTED ADVISOR

EXPERT PROFESSIONAL

BUSINESSSOLUTION

FUNCTIONAL

EXPERTISE

VENDOR

TASK

ORIENTATION

segmenting clients by loyalty
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%

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%

Trusted

Advisor

54%

33%

12%

Expert for Hire

26%

28%

46%

Loyalist

Contented

At Risk

Vendor

11%

-

89%

why 47 of clients are at risk
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

how to become a trusted advisor
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)

value added activities of trusted advisors
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