Barcoding our Clients

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Barcoding our Clients

• Rebecca Jones
• Dysart Jones Associates
• rebecca_at_dysartjones.com
• PLC, Information Studies, University of Toronto
• rebecca.jones_at_utoronto.ca

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Insight

• Sight in to behaviours and applications
• Focus on ideas, learning from others and clients

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Ideas R Us

• Everything 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

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My names Rebecca and Im a reader

• From Harvard Business School Press
• Whats the Big Idea
• Tom Davenport Larry Prusak, 2003
• The Attention Economy
• Tom Davenport John Beck, 2001
• Dare to Lead Uncommon Sense and Unconventional
  Wisdom From 50 Top CEOs
• Mike Merrill, Career, 2004

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Look beyond ourselves for irritants.to become
pearls
Emergent ideas that are changing the way business
is done

• Harvard Business Review, February
• Breakthrough 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.

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Why do people use libraries?

• Solve a problem
• Make a decision
• Gain knowledge
• Be entertained
• In his or her context

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Patrons Context
Levels of Intimacy
http//www.interbiznet.com/custint/intlevels.html
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Value perception paradox

• Value of a product service is inseparable from
  the buyers perception of its worth
• Intrinsic worth isnt
• This means that value is driven by need, at the
  moment of need
• To 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

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Determining client value

• Segment emerging, merging and diverging target
  markets based on their behaviours preferences
• Track, explore truly grasp how they apply what
  it is we supply to ensure theyll continue to buy

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Attention

• We cant control anyones attention
• We 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

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Getting to know them, getting to know all about
them

• Group interviews
• Focus groups
• Personal interviews
• Transactions, web reports, statistics
• Observations
• Personas

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Ideas

• St. Louis Public Library
• Understand youth market
• CATE project
• Funosophy Inc.
• Award winning in working with Disney and toy
  sector
• Shared language and experiences

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Ideas

• Mayo Clinic
• Understand 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

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Ideas
Shamelessly copy good ideas!

• Bookstop
• Understand market niche
• Aging population young families in burbs
  superstore phenomenon
• Decrease in reading and literacy
• Ideas from Toys R Us (inventory), Supermarket
  (raceway layout), Radio Shack (loyalty cards)

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Ideas

• Quicken, Intuit
• Understand market gap
• Identified 1 thing that 26 other personal finance
  packages werent doing
• How?
• Put designers and customers together
• Observed people using the packages
• Managers listened to all customer service calls
  or took them

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Do we know

• What 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
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How do other organizations gain that intimacy?

• Leading organizations keep clients in front of
  every staff every day
• Capture 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 for
• Bring clients in to regular employee meetings to
  talk about their experiences
• Conversations start ideas

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How do other organizations gain that intimacy?

• Client complaints
• Managers regularly staff these
• Most knowledgeable, senior staff
• Management put their e-mail phone numbers on

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How are we making their lives easier?

• We must find customers sweet spots or hot buttons
• Work with them
• Watch them
• Ensure management talks with them
• Beyond focus groups to social events

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Ideas start conversations

• With clients
• From 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 other

Best ideasclerks, shippers, forklift drivers,
admin
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Ideas capturing capitalizing

• We must also have people in the crows nest
• RD?
• Competitive intelligence?
• Regular scanning?
• Market research?

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Ideas

• Xerox
• Software that models human thinking in
  classifying electronic documents
• Aesthetics Finding
• Beauty boosts functionality
• Libraries Casinos
• Ensuring clients hit the jackpot
• Airstream
• Libraries in your living room
• Biometrics
• Good morning...ready to work on that term paper?

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Ideas
COMING SOON!!!! Sticky Note PCs
Notebook PCs
Tablet PCs
Adapted from Harvard Business Review October 2003
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Pursuing ideas means change

• Champions implementers are middle managers
  and/or employees
• Senior management may introduce the concept, but
  the building must be completed by staff
• The people who are most impacted, both staff
  patrons their desires and behaviours are the
  focal point
• Expectations are carefully managed
• Current practices arent automatically retired

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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