I’m sharing some tips on managing electronic resources that I’ve developed in the last five years serving as the e-resource selector for a public library system. My strategy focuses on building both external relationships with vendors and internal relationships with organizational stakeholders.

Invest in Vendor Relationships

Approach this element of electronic resource management like you would outreach. Just like you would develop relationships with local community groups, build relationships with vendors that help the library better serve patrons.

Take time to get to know your sales representatives and account managers. Most library vendors sell multiple products and constantly develop new products. Have a conversation for both sides to learn about each other:

• Learn about the vendor’s priorities. What types of services and subject areas do they focus on? What are the company’s priorities for future development? What types of products is the vendor moving away from?
• Share your library’s priorities with the vendor. Where do you see gaps in the market? What product or service do you wish you could offer patrons? What is less of a priority for your library today than two years ago?

A well-rounded relationship is the basis for communication about product updates and ongoing feedback with a vendor before, during, and after the sale. If issues develop, a solid relationship is an asset in a potentially challenging adjustment process.

Employing a team-based approach in working with vendors, as opposed to an adversarial one, is the best attitude. Retaining this character can be difficult during contract negotiations, but keep your eye on the goal, and keep interactions centered on building a team relationship.

Build Your Internal Team

Successful electronic resource services are products of a multi-person effort. Before making a purchasing decision, identify who may be a stakeholder at your institution:

• Who will use the product?
• Who will provide patron support?
• Who will handle the technical elements of an electronic resource purchases (e.g. authentication options, implementing access limitations)?
• How will the electronic product be promoted?
• What does success look like for this product? How will the product be evaluated?

Once the internal team of stakeholders is identified, develop a plan to communicate relevant information to them. In the early phases, identifying clear roles and expectations is helpful. For example, who will handle ongoing support issues for the electronic resources? Keep all stakeholders updated on the project’s status, especially if there are any delays.

Actively manage the relationship between the vendor and internal stakeholders. Regular status updates can help keep all stakeholders informed of progress and help them plan for when their time and effort will be needed. When issues occur, recognize the frustration of internal stakeholders. It is likely that public service staff are handling challenging patron interactions. IT teams maybe frustrated with sticky technical issues outside of their control. Take an active role in managing the relationship and attitudes of staff toward the vendor. This isn’t always easy; however, a solution-oriented focus on development and improvement can set a positive tone in a challenging situation.

Solid relationships and timely communication are the foundation for successful electronic product management. These are elements that take time as well as dedication to build. In the end, I have found this effort to be wisely invested.

What are your strategies for building and supporting electronic resources? Leave a comment below. I’d love learn from you.

The post E-Product Management first appeared on Public Libraries Online.

Build relationships. For libraries, working with vendors is more than a transaction. We are cooperatively developing solutions for our communities. Seek to understand the vendor’s priorities (e.g. user experience, content, or integrations). Vendors also work with a number of libraries and may see trends before an individual library experiences them locally. Vendors can be your allies in anticipating change.

Understand what “No” really means. Many library vendors offer a suite of products. If a library is looking at one product and decides not to buy, think of it as a “No, this isn’t a good fit at this time.” Just like libraries, products evolve and change. The vendor may bring a new solution to the market. Building relationships with vendors, even if you aren’t a current customer, is beneficial. This helps you better understand the market and learn about new solutions that may be in the works. Also share feedback about your library made the decision they did. Is the user interface a concern? Is the content area not a good fit for your community’s needs? Were competitors offering a more affordable option? All this helps to build a relationship with this vendor and also helps the vendor better understand their market. Think of this as constructive criticism that helps build better options for libraries.

Take a collaborative approach. It can be easy to fall into adversarial roles when working with vendors.  Vendors and library staff are not in competition, they are not adversaries.  Falling into adversarial roles is counterproductive.   Take a different approach. Ask about their products and share issues at the top of your priority list. If you have a question about their product, ask it.

Money isn’t everything. It can be easy to focus on price quotes, but sometimes the lowest bid is more expensive in the long-term. When you have built relationships with the vendors, you can gain an understanding of what is included in the quote. Are there extra service fees? Talk to references for the vendor. This can help you understand what it is like to work with the vendor after a sale is made.

Listen and learn. Spend time in the exhibits at conferences. Attend free product webinars. Listen to vendors and learn about the products they offer. Conferences are a great way to quickly explore the library market. Often you can test out a product on the exhibits floor and talk to a knowledgeable representative who can answer your questions. This is a great place to discover new vendors and solutions. Approach visiting the exhibits floor as professional development where you are learning about the library market. Vendors dedicated to the library market possess significant expertise about the library field. Learn from them.

Positive negotiations: Negotiating pricing and terms of service can be uncomfortable, especially for library staff new to this role. It doesn’t need to be—instead, think of it as problem solving. When talking to a vendor about pricing, share what your concerns are. Perhaps a product is superior to the competition, but the pricing is double that the nearest other quote. Share that information with the vendor. This provides the vendor an opportunity to revise their quote if they would like. They may choose not to, and even if the negotiation isn’t successful, you have done your best to provide the best service to your community.

There is not a one-size-fits-all approach for vendor relations. Find what works for you and your library. In the end, remember that vendors are critical in providing excellent service to our communities.

The post Helping Vendors Help Us first appeared on Public Libraries Online.