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Barcoding our Clients. Rebecca Jones Dysart & Jones Associates PLC, Information Studies, University of Toronto Insight. Sight in to behaviours and applications Focus on ideas, learning from others and clients. Ideas R Us. - PowerPoint PPT Presentation


  • Barcoding our Clients

    Rebecca JonesDysart & Jones Associatesrebecca@dysartjones.comPLC, Information Studies, University of

  • InsightSight in to behaviours and applications

    Focus on ideas, learning from others and clients

  • Ideas R UsEverything you need for your better future and success has already been written. And guess what? It's all available.

    All you have to do is go to the library.

    Jim Rohn, The Treasure of Quotes

  • My names Rebecca and Im a readerFrom Harvard Business School Press:Whats the Big IdeaTom Davenport & Larry Prusak, 2003The Attention EconomyTom Davenport & John Beck, 2001

    Dare to Lead: Uncommon Sense and Unconventional Wisdom From 50 Top CEOsMike Merrill, Career, 2004

  • Look beyond ourselves for become pearlsHarvard Business Review, FebruaryBreakthrough Ideas for 2004, 2005

    People with open minds, access to new or different thinking, and a willingness to consider that thinking can make a difference, to the competitiveness of their organizations and the well-being of the world.

    Emergent ideas that are changing the way business is done

  • Why do people use libraries?Solve a problemMake a decisionGain knowledgeBe entertained

    In his or her context

  • Patrons ContextLevels of Intimacy

  • Value: perception & paradoxValue of a product & service is inseparable from the buyers perception of its worthIntrinsic worth isntThis means that value is driven by need, at the moment of needTo manage the value of our services, we must manage the time our service is demanded, & how users are involved in that time

    the specific point at which the user interacts with the service drives their value perception

  • Determining client valueSegment emerging, merging and diverging target markets based on their behaviours & preferencesTrack, explore & truly grasp how they apply what it is we supply to ensure theyll continue to buy

  • AttentionWe cant control anyones attentionWe can compel them to give us their attention for a period of time by making it meaningful for them

    What humans really appreciate is attention from other humans

  • Getting to know them, getting to know all about themGroup interviewsFocus groupsPersonal interviewsTransactions, web reports, statisticsObservationsPersonas

  • IdeasSt. Louis Public LibraryUnderstand youth marketCATE projectFunosophy Inc.Award winning in working with Disney and toy sectorShared language and experiences

  • IdeasMayo ClinicUnderstand positioning

    Understand the story you want to tell, & then make sure your people & your facilities provide evidence of that story to customers, day in & day out.Harvard Business Review, February 2003, p. 101

  • IdeasBookstopUnderstand market niche Aging population + young families in burbs + superstore phenomenonDecrease in reading and literacyIdeas from Toys R Us (inventory), Supermarket (raceway layout), Radio Shack (loyalty cards)

    Shamelessly copy good ideas!

  • IdeasQuicken, IntuitUnderstand market gapIdentified 1 thing that 26 other personal finance packages werent doingHow?Put designers and customers togetherObserved people using the packagesManagers listened to all customer service calls or took them

  • Do we knowWhat are doing for themselves that they dont want to do?What they are experiencing that theyd rather not?What theyd like to experience?What they dream about doing, knowing or experiencing?What brought them to our service?What channels delivered them to us?What inhibited them?Adapted from J.H. Gilmore The Experience Economy

  • How do other organizations gain that intimacy?Leading organizations keep clients in front of every staff every dayCapture and publish testimonials of how they are impacting their clients lives Display photos of customers in their halls to remind employees of who they are working forBring clients in to regular employee meetings to talk about their experiences

    Conversations start ideas

  • How do other organizations gain that intimacy?Client complaintsManagers regularly staff theseMost knowledgeable, senior staffManagement put their e-mail & phone numbers on

  • How are we making their lives easier?We must find customers sweet spots or hot buttons

    Work with themWatch themEnsure management talks with themBeyond focus groups to social events

  • Ideas start conversationsWith clientsFrom Cluetrain Manifesto:Organizations (libraries) need to talk to people with whom they want to create relationships.Clients message to organizations (libraries):If you want to talk to us, tell us something. Make it interesting for a change.

    With each otherBest ideasclerks, shippers, forklift drivers, admin

  • Ideas: capturing & capitalizingWe must also have people in the crows nestR&D?Competitive intelligence?Regular scanning?Market research?

  • IdeasXeroxSoftware that models human thinking in classifying electronic documentsAesthetics FindingBeauty boosts functionalityLibraries & CasinosEnsuring clients hit the jackpotAirstreamLibraries in your living roomBiometricsGood morning...ready to work on that term paper?

  • IdeasAdapted from Harvard Business Review October 2003Notebook PCsTablet PCsCOMING SOON!!!!Sticky Note PCs

  • Pursuing ideas means change

    Champions & implementers are middle managers and/or employeesSenior management may introduce the concept, but the building must be completed by staffThe people who are most impacted, both staff & patrons their desires and behaviours are the focal pointExpectations are carefully managedCurrent practices arent automatically retired

  • What weve discussed are just ideas

    Consider them, debate them, let the inspire your own thinking.

    Then go and make an impact.

    Harvard Business Review, February 2004, p. 13

    The basic raw material for the library and information profession is IDEAS. We rlish ideas conferences, journals, books, discussion lists. We are readers, scanners & talkers. We thrive on ideas. However, we prefer to exchange our ideas among ourselves. And this is dangerous. We need to look beyond our profession, our processes, our ways of doing things and view the ideas, processes & situations of other professions and industries.

    And specifically, the ideas I want us to explore and consider - have some fun with are those that will give us sight into our clients & that will make us so valuable to them that theyll never let us go have our funding cut or be marginalized. Its interesting because ideas are kind of in vogue right now. Davenport & Prusaks book on idea management is very interesting. What makes it more interesting to me is that both Davenport & Prusak have connections to & a belief in the information profession.

    Like many of you in this room, I read; & no matter what happens, I read the HBR. It is critical for me because it makes me think. Every issue makes me think how can or how does this apply to libraries? Each February they run their breakthrough ideas. I also like the attention economy because we ARE vying for attention. We are competing for our patrons attention & our stakeholders attention. And the Dare to Lead is also a great book --

    I also do not miss the February issue of HBR(read quote)

    It is not just my imagination that there seems to be an onslaught of ideas everywhere you turn these days; there ARE more ideas than ever before. Why? More information more competition economic pressures the need for innovation means that for the profit & non-profit sectors, ideas of how to do things better are critical.

    My objective is that this session niggles at us (that includes me) by niggle I mean that at least one idea gets under our skin & irritates us enough to consider it - & to, perhaps, give the idea the nurturing it needs to become a pearl

    Before we get start sifting through some ideas, lets start with our basic assumptions our very foundations. And that is, why ANY patron also known as person or individual uses our services:


    How do we understand what someones context is?


    Think, for a moment, about those patrons - and even those stakeholders - with whom you have a good relationship that you would say is an effective relationship that you know that they value you your services?

    How do you know? What are some of the characteristics of that relationship?

    I borrowed this from the web.because it shows th different levels of relationships we can if we want grow through to achieve that highly valued place with our clients. That at the far end of the spectrum we are really strangers where they may not know we even exist and that we begin that long, sometimes slow climb, first by speaking the same language by understanding what THEIR language is & not imposing our language our terms it took us a few years to figure out that our patrons eat different cereals, not read them.

    But the message from this little graphic is that we cant work together with our clients until we have some level of intimacy with them - & intimacy means grasping their pain points, their happy points, their Im desperate points, and, yes, the dreaded word their value points.Value the elusive holy grail of the service industry.

    We all know the drill about value that the value of our service to a customer is hinged on their perception of its worth at that moment in their context at that moment

    Which means, that