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

2. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 2 …………………… The Challenging Environment of the Business Librarians Internet Revolution Commoditization of IT Services Budget Caps Retaining Talent Distributed Learning Non-Traditional Competition Demanding Internal Customers 17 5 6 2 3 4 Challenging Environments

3. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 3 …………………… The Prisoners of Existing Paradigms Status Quo Managemen t Reactive Management Anticipatory Managemen t PastFuture Crisis Driven Opportunity Driven Library Philosophy & Practice Structure Infrastructure Processes Culture Personal Leadership Traditional Library Practice

4. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 4 …………………… The Fundamental Shift in the Role of Business Librarians LEADERSHIP STYLE SUPPORT FUNCTION STRATEGIC FUNCTION ADMINISTRATIVE STYLE Future Role Traditional Role

5. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 5 …………………… How to Succeed in Internal Marketing Provide Executive Leadership Invest in Patron Loyalty Processes Align with IT Initiatives Reorganize Resources Educate, Educate The 4 As of Marketing Become a Trusted Advisor 17 5 6 2 3 4

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

7. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 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 ACCESSIBILITYAFFORDABILITYACCEPTABILITY =XXX AWARENESS You need all four “A”s to make a difference!

8. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 8 …………………… Educate, Educate, Educate Educator model of Internal Consulting Increase awareness Celebrate achievements Create an in-house Library Academy

9. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 9 …………………… The Information Industry INFORMATION FUNCTION CREATE & COLLECT (Content) DISPLAY (Communication Devices) STORE (Memory Devices) PROCESS (Applications) DISTRIBUTE (Transport) VOICE TEXT IMAGE DATA VIDEO PUBLISHINGPUBLISHING PHOTOGRAPHYPHOTOGRAPHY C COMMUNICATIONCOMMUNICATION ENTERTAINMENTENTERTAINMENT COMPUTINGCOMPUTING TELE-

10. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 10 …………………… The New Information Industry INFORMATION FUNCTION VOICE 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 CONTENT INTEGRATED DEVICES INTEGRATED STORAGE INTEGRATED APPLICATIONS INTEGRATED HIGHWAYS

11. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 11 …………………… Evolution of Next Generation Networks SCALE WIRELINE (Telephone) BROADBAND (Cable, DSL) INTERNET (Computer) WIRELESS (PDA) SPEED TELEMATICS (Cars, Planes & Appliances) OPTICAL NETWORKS

12. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 12 …………………… Align with IT Initiatives Front Line Productivity Back Office Productivity Externally Networked (Extranets) E-BUSINESS (CC) SUPPLY CHAIN AUTOMATION (SCM) CUSTOMER RELATIONSHIP AUTOMATION (CRM) BUSINESS PROCESS AUTOMATION (ERP) Internally Networked (Intranets)

13. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 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. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 14 …………………… Invest in Patron Loyalty Processes PATRON COMES FIRST PATRON ORIENTED PROCESSES FRONTLINE INFORMATION SYSTEMS MASS CUSTOMIZATION PROACTIVE INNOVATION QUALITY OBSESSION PROFESSIONALISM & COMPETENCE RESPONSIVENESS (COURTESY & SPEED) PATRON SATISFACTION BASED COMPENSATION STRUCTURAL BONDING VALUE BONDING PSYCHOLOGICAL BONDING

15. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 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. TRUSTED ADVISOR EXPERT FOR HIRE SELF SERVICE

16. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 16 …………………… 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 TRUSTED ADVISOR EXPERT

17. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 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. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 18 …………………… Vendor vs. Expert vs. Trusted Advisors COLLABORATIVE RELATIONSHIP BUSINESS SOLUTION TRUSTED ADVISOR TASK ORIENTATION FUNCTIONAL EXPERTISE VENDOR EXPERT PROFESSIONAL

19. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 19 …………………… Segmenting 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 Loyalists 31% At Risk 47% Contented 22% Clients

20. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 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% Expert for Hire 26% 28% 46% Vendor 11% - 89% Trusted Advisor 54% 33% 12% Loyalist Contented At Risk

21. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 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. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 22 …………………… How to Become a Trusted Advisor Listening (Empathy) Powers of Conviction (Values) Big Picture Thinking (Framework) Eye for Winners (Judgment) Deep Generalists (Keen Observation) Trust (Integrity) Detached Commitment (Selfless Independence) 17 5 6 2 3 4 Client’s Best Interests In Mind

23. ©2002 Dr. Jagdish N. Sheth. All rights reserved. ALA/ Internal Marketing of Business Libraries 6-17-2 23 …………………… Value Added Activities of Trusted Advisors Value Added Activities HIGH LOW Supply Information Provide Knowledge Offer Insight Educate Access Aggregate Collect Codify Structure Analyze Apply Judgment Synthesize & Use Frameworks Offer Breadth Exercise Client Selectivity Mentor Assess Progress EXPERTS FOR HIRE TRUSED ADVISORS Major Activities