Or

How I Learned To Work & Thrive As A Professional Librarian By Working With

Vendors

Or

We’re In It Together!

Presented by Michael Gruenberg

“Buying & Selling Information: A Guide for Information Professionals and Salespeople to Build Mutual Success”

©Michael Gruenberg

Teacher in NYC Musician

Lesson Plans & Sheet Music

Know Your Subject Matter & Play the Song

Be Able To Impart Wisdom & Entertain

Know the Songs By Heart

Practice, Practice, Practice

Not Afraid To Speak in Front of Large Crowds

Must Like People

SELLING MICROFICHE COPIES SEC DOCUMENTS

Helping People

Be Knowledgeable About Latest Trends

Answering Questions

Be Fully Prepared

Deal With the Public

Good “People Skills”

And for both the Salesperson and the Information Professional to be successful, they have to work together to help one another.

SALESPERSONINFORMATION PROFESSIONAL

Paid To Represent A Product(s)

Liaison Between the Library and the Company

Should Know Every Aspect about the Product they are Selling

They Visit to SELL you something

Service the Users of Information at Your library

Acquire the Best Sources of Information

Evaluate Products

Negotiate With Vendors

Buy and Renew Products

1. Information Professional

2. Salesperson

3. A Product or Service to be presented for consideration to be purchased.

1. Information Professional

Get the product they need at the right price

2. Salesperson

Properly represent the product and earn the appropriate commission

3. A Product or Service to be presented for consideration to buy with the following outcome:

The right product is bought for a reasonable price and more than likely will be used by the patrons of the library and will also be renewed the following year.

Sales Techniques

Sales Strategies

Negotiation Skills

New Product Awareness

Yearly and Quarterly Sales Meetings

CRM’s to Track Sales Activities

How Much Money Does Your Library Spend To Prepare You to deal with the salesperson?

How Many Courses did you take in Library School that were devoted to prepare you to work with vendors?

For the Charleston Conference We carefully developed a new survey

Interviewed several librarians

22 Questions

142 Respondents within 3 days !

140+ Respondents65% Directors / Senior Management19% Documented Negotiation Process78% Committee Decision Making47% Specialized Licensing Position on

Staff65% Manually Manage ProcessMajor Contractual Concerns:

Fair Use, Authorized Users, Indemnification

How much training does your department or organization do to help

prepare you for negotiations with vendors?

Do you have a documented set of objectives for each major negotiation?

Same as last year!

How did you do in your most recent difficult negotiation?

Do you have an “Information for Vendors” page on your library web site?

Data-Planet by Conquest Systems, Inc. (2012). National Center for Education Statistics (NCES). Academic Library Statistics: United States

-6%

Buying Power Is Reduced by ~6% !

Vendors spend a considerable amount of money to deal with the library, but the library does not actively train staff to deal with vendors.

Majority of respondents said they view the vendor as a partner, and yet were not satisfied with the results of the last negotiation.

Most librarians do not have a set of objectives prepared before they negotiate.

Very few libraries have a “vendor page” on their website documenting what the vendor needs to sell their products.

The use of an agenda in preparation for the meeting is not used.

On a cold and wet day in London over 20 years ago………

Not everyone was prepared for a crucial meeting

“….the vendor and the librarian should have a unique relationship that produces results that are acceptable, reasonable and cost-effective for both parties”.

©Michael Gruenberg

How does the Information Professional prepare for the sales meeting?

How does the Vendor prepare for that same sales meeting?

How can both parties cut through all the noise and get down to business as quickly as possible and achieve mutually beneficial results?

• Create an agenda prior to the meeting

• Express the actual needs of the library

• Document your objectives

• Have at least a working knowledge of the product to be discussed

• Be an “Active Participant” at the meeting

• Be a “Coach” in helping the rep in navigating through your

organizations’ approval process

• Be realistic and forthcoming in expressing

your funding situation

• Let the sales rep know your feelings

For the info pro to get the most out of the meeting…..

• You have conducted exhaustive research in selecting the right products for your library.

• They want to feel confident that you are in tune with the latest trends in the industry.

• Have the assurance that you have negotiated the best possible price.

• The salesperson can helpyou achieve these goals.

Your Organization Expects:

Salesperson may say: “ I will be visiting your library next Tuesday at 10:00 AM. I would like to talk about our new Solar Power database. Is there anything else that you’d like me to add to the agenda?”

The Librarian may say:“Yes, Bob, I am happy to see you next Tuesday at 10:00AM. My Library Director will be joining us to discuss some issues related to the renewal price and the new database since we are interested to know more about it.”

Let’s be clear on what will be discussed

Anywhere from 45 Minutes to 1 Hour

10 Minutes – Introduction

30 Minutes – Fact-Finding

10 Minutes – Demo (maybe)

5 Minutes – Wrap-up

Review what was said in the meeting

What Are the Responsibilities for Each Party?

Review

What happens next?

To Do

Next Steps

Final Approval

©Michael Gruenberg

$7 BillionUS AcademicData-Planet National Center for Education Statistics

11 BillionUS PublicData-Planet US institute of Museums & Libraries

Outsell, 2014 Information Industry Outlook

Renewal – “No customer is a customer until they renew” Competition – 80/20 Rule “Zero Sum” game – Will a vendor walk away for a few

percentage points? Contract Deliverables – features previously not delivered,

promises on new content or technology. Beta Site – co-development “My Network” – “My experience with you….” Year End – Who’s year end? Compensation Triggers Non-negotiable legal items Confidentiality Agreement?....... Why? Highly Profitable Business for Vendors Finite amount of vendors & a finite amount of libraries

Organized Negotiation

©Matt Dunie & Michael Gruenberg

Target ObjectivesAcquire product with minimum conditions: 12 month subscription / 3% cap on renewals for three years. Performance guarantee with documented schedule of product enhancements. Price within allocated budget or payment schedule spread across multiple

years. Mutually agreed metrics for success.

Customer Objectives1. Cap renewal increase.2. Ensure rights to content over

time.3. Preserve access for key user

groups.4. Maximize return on budget

spend.

Vendor Objectives1. Maximize revenue & value proposition.2. Establish high market penetration.3. Leverage customer relationship for new

product introductions.4. Maintain operating margins of XX %5. Establish guarantees for long-term

revenue.

“I will have a final answer as to whether or not we will purchase this in:

30 days

60 days

90 days

6 months

Define the situation: new, renewal, new vendor, development partnership

Identify Strategic Imperatives – Retain Access / Reduce 2%

Recognize the leverage points you have and how to execute.

Important1. Price & Terms must be defensible.2. Value is most important.3. Create equitable partnership.

5 Word Question

Can You Defend the Price?

Transparency is a good start…..with specifics: Published Price List ? Royalty (Fixed, Variable, Usage, Basis) Per Seat - is there a cap? Enterprise ? FTE – components of the per seat cost Cost Structure Price Motivator Reinvestment Development Commitments Mature Product (90% in 1st month)

Things You Should Know That can’t be done in a 45 minute session !

Meeting Agenda – for important meetings !List of attendees, topics to be discussed, agreed to prior to meeting date.

Check Lists – for your use before and after meeting. Share with colleagues. Use for drafting follow up communications.

Objectives - If it is not documented, it cannot be measured. (One Page specific to the situation)

Documented Process – large negotiations.

Posted Policies – “rules of engagement” for doing business with my library.

©Michael Gruenberg

Three Parts

I. Info Pro/Salesperson Relationship

II. The Sales Meeting

III. Closing the Sale

14 Chapters

Foreword by Guy St. Clair

Preface

Conclusion

Epilogue©Michael Gruenberg

Vignettes

Stories

Lessons Learned

Not “Ivory Tower” stuff

What I Describe Really Happened

How Was the Situation Solved? And

What Were the Results?

Written for BOTH the Info Pro and the Sales Rep

©Michael Gruenberg

What should a “typical” sales meeting look like? Using an agenda – before, during and after the meeting What is an Information Doctor? Questions to determine need AND questions to

determine feasibility (10 -15 questions by both) Being an “active participant” as opposed to a “quiet

listener” When is price discussed? Coaching the Vendor Dealing with difficult salespeople When to engage and when to walk away Checklist at the conclusion of the meeting for info pro

and sales person Using leverage and understanding momentum

©Michael Gruenberg

www.gruenbergconsulting.com 301 571-8242 mike@gruenbergconsulting.com "Buying and Selling Information"Order at Amazon and Information Today,

Inc.

Thank You

©Michael Gruenberg