Getting Started as an Independent Information Professional ... · Members of AIIP are often asked...

Getting Started as an Independent InformationProfessional: Answers to Frequent Questions

Prepared for AIIP byUlla de Stricker, Editor

June BoyleSonia IsotovSusan PawlickiRuth Shipley

January 2011

Copyright © 2011 Association of Independent Information Professionals. All Rights Reserved.

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Contents

CONTENTS Page

Introduction 3

1. What is the Business of Being an Independent InformationProfessional All About?(June Boyle)

4

2. Let Us Tell It Like it Is: Factors to Consider in Deciding(Ruth Shipley)

9

3. How to Set Up Your Business(Sonia Isotov)

13

4. Marketing and Selling(Susan Pawlicki)

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5. Selected Resources 22

Introduction

By Ulla de Stricker

Members of AIIP are often asked variations of the questions "what is it like to be in business as anindependent information professional?" and "how do I go about establishing such a business?"

A team of members contributed to this brief orientation in order to share some key information we feel isessential for anyone contemplating "setting up shop". The intent of the orientation is to provide anoutline of the many topics needing the attention of the prospective business owner. We invite readers toalso consult the resources listed on the AIIP website's "Just Getting Started?" page, which can be found athttp://aiip.org/JustGettingStarted.

Ulla de Stricker, of de Stricker and Associates, has over 30 years experience in the information industryand information related operations. Ulla focuses in her engagements on strategic planning for anorganization’s information and knowledge management policies, practices and delivery mechanisms,including specialized library and information centers. In consulting practice since 1992, Ulla has built astrong track record of executing numerous information audits and needs assessments and recommendingapproaches for dealing with information services and knowledge management challenges.

Ulla, a popular speaker at information management conferences, also teaches the Information Auditcourse at the University of Toronto Faculty of Information’s iSchool Institute, and has authored severalbooks. (See Selected Resources.)

Copyright © 2011 June Boyle. All Rights Reserved. 4

1. What is the Business of Being an Independent InformationProfessional All About?

By June Boyle

What does it mean to be an Independent Information Professional? The AIIP Web site defines suchindividuals as those who "possess high-level skills in finding, managing, applying, and communicatinginformation" and "pursue their calling with an entrepreneurial spirit." The definition was left purposelybroad, since independent information professionals are like snowflakes - no two are the same.

1.1 A Wide Range of Offerings

The differences among info pros go far beyond whether we focus on assisting our clients with strategicplanning, conducting competitor intelligence, or gathering information (such as undertaking researchabout the healthcare or energy sectors). Indeed, using the term "research" is actually misleading when itcomes to describing the wide range of capabilities of today’s info pros. Many of us do, in fact, performresearch, but how we go about it and how we deliver the results to our clients is far more diverse thanone might expect, ranging from transactional document delivery to advisory services and everything inbetween. And then there are those of us who are analysts, knowledge managers, web designers, trainers,writers, and so on. Below is a sampling of typical services AIIP members offer:

Business Research and Analysis. Business reports; competitor/company profiles and financials;scenario planning; financial, demographic and other projections; strategic and business analysisand planning; funding and prospecting.

Market and Industry Research and Analysis. Industry profiles; media scans; clipping services orRSS feeds on industries or competitors; environmental scans; collecting, filtering, organizing, andpresenting data.

Subject Matter Research. Review of news publications and business and academic literature onclient-relevant topics; leveraging of online tools such as search engines, subscription databases,Web 2.0 sources (blogs, social networking tools, videos, book search, etc.), and traditional hardcopy book and reference resources.

Information/Knowledge Management. Information and knowledge management analysis andplanning; document management systems; setup and management of archives; wikidevelopment; oral histories; information audits.

Writing, Editing, and Document Creation. Writing customized reports, white papers, executivesummaries, newsletters, books; editing documents; checking textbook facts.

Training and Advisory Services. Presentations or workshops on research techniques; advice on arange of issues, including strategic planning, management, communications, process design, etc.

Library Setup and Maintenance. Assessing an organization’s needs for a public or corporatelibrary; space planning; collection development; cataloging; digitization; maintenance of thelibrary’s in-house collection.


1.2 What Type of Info Pro Will I Be?

Bearing these potential services in mind, consider the following questions in considering a career as anindependent info pro:

1. What is your background and expertise? Are you a generalist or a specialist?2. Where do you prefer to work across the spectrum from transactional support to advisory

services?3. What type of work motivates and challenges you? What type of work makes you uncomfortable

or bored?4. Do you have access to the right set of resources - from database subscriptions to subcontractors -

to do the type of work you wish to do?5. Does your "sweet spot" meet your potential clients' needs? Where can you add the most value?6. Who are your competitors among large, small, and independent businesses, and how can you

focus and differentiate your offerings?

1.3 What about Consulting?

Some AIIP members call themselves consultants. Certainly all independent info pros regularly provideadvice to and share their knowledge with clients. However, it is important to remember that to officiallymarket yourself as a consultant, you are sending a message that you have a certain skill set andorientation that goes beyond "finding, managing, applying, and communicating information." If youchoose to brand yourself in this way, it’s important to understand what it truly means to be a consultant.

Three Types of Consulting Models

In general, three types of consulting approaches are recognized (Schein, Edgar H., "The Role of theConsultant: Content Expert or Process Facilitator?" Personnel and Guidance Journal, Vol. 56, Issue 6,pp.339-43, February 1978.)

The Expert Model. In this model the client hires a content expert to fix a problem. The consultantdelivers a fix for the problem identified by the client. This model assumes that the client hascorrectly identified the problem, and there is typically no opportunity for the Expert to assess thesituation or the client context in great depth.

Doctor-Patient Model. This model varies slightly from the Expert Model in that the consultant isgiven the control to "diagnose" the problem for the client, and to recommend an appropriatecourse of action. He or she may then be given the authority to undertake that course by theclient. It addresses one of the challenges of the Expert Model but leaves the consultant in theposition of determining what needs to be done to fix the problem. The client may then choose tofollow the consultant’s advice or not.

Check out the profiles of AIIP members to get a sense of the wide variety of skills and services AIIPmembers offer their clients:

AIIP Business Directory [www.aiip.org/HireAnInfoProfessional]

AIIP Member Survey [www.aiip.org/MemberSurveys]


Process Model. This model operates on the core assumption that one can only help a humansystem help itself, be that an individual, an organization, or a community. The mutual nature ofthe consultant-client relationship, with the consultant working with and not for the client, is acornerstone of the Process consultation philosophy. Compared to Experts who deliverprescriptive solutions to their clients, Process consultants specifically tailor their work to theclient’s situation. Using a set of diagnostic, coaching, communication, collaboration, andfacilitation techniques, they attempt to develop a true partnership with their clients. The clientand the consultant are mutually responsible for the outcome, and there is opportunity for greaterengagement and successful implementation.

Process consultation is generally considered the superior style of management consulting. In practice,however, almost all client engagements require a mix of Expert and Process approaches, with theconsultant frequently shifting and blending roles to meet the needs of the situation.

As an info pro, it is likely you will be engaged by your clients for your expert knowledge, whether thatknowledge is about chemical patents or developing a document management system. Given, however,that using a process approach will likely yield better results for you and your client, consider – and assesswhether you feel comfortable – integrating the two approaches. Not all info pros have the training ororientation for the process approach.

Specific Consulting Roles in the Information ProfessionGiven your experience and skills, clients may engage you in a variety of ways as a consultant. Thefollowing are some examples of typical consulting roles for information professionals taken from Ulla deStricker's book, Is Consulting for You? (American Library Association, 2008).

EXAMPLE OF CONSULTING ROLE IMPLICATIONS

An "extra pair of hands": A hiring freeze may preventadding new staff, but a contractor can be engaged.

Fill in for someone on leave Supervise the completion of a cataloguing backlog Manage the merger of two libraries or collections

The consultant works within pre-existing guidelinesand may have limited opportunity to "get creative".

Special-purpose assistance: No one on staff is available tocarry out a special project.

Teach staff how to use a new system or tool Prepare a special exhibit

Conduct market research (what do current andpotential clients need?)

The consultant may work under the direction of amanager on staff and may not have much scope forbringing about significant change

Unique expertise: The client needs advice on how to dealwith a particular challenge.

How can we improve work flow in technical services? What are the best options when it comes to staffing

up and selecting software for a new intranet? How can we ensure the new library wing blends in

with the original building and yet makes a strongarchitectural statement?

What technology infrastructure will be adequate forcurrent and future needs?

In this role, the consultant is sought out specificallyto bring to bear expertise that is not already onhand. Typically, the consultant will conduct a studyof "how things are now" and prepare a set ofrecommendations for concrete actions, designs,purchases, etc.


"Been there, done that": The client wants to minimize riskby engaging someone who is very familiar with activitiessimilar to the project at hand.

How can we figure out what services to prioritize andwhat services to terminate?

How can we improve the visibility of the resourcecentre among the market analysts?

In many situations, the client is particularly keen onknowing that the consultant has carried out manysimilar projects and therefore can apply proventechniques. If receptivity to new approaches islimited, it is the consultant's challenge to convincethe client to try something novel.

Visionary strategist: "Help us chart the way"

We know we need some kind of knowledge repositoryfor the call centre agents, but we have no idea whereto begin!

We need to strengthen our role in, and contributionto, the community we serve; what are thecomponents in meeting such a challenge?

This role requires a mix of very broad expertiseacross the gamut of the project's components aswell as considerable skills in managing complexprojects.

Change agent: Organizational and psychologicalchallenges stand in the way of moving forward.

Design and lead a series of exercises to help staffarrive at conclusions and insights that will facilitatetheir acceptance of change

Facilitate exploratory sessions to identify "frictionpoints" and opportunities

In some library and library-like settings, strongtraditions exist for "how we do things" and it canbe difficult for the current Director to get staffmembers excited about new priorities, services, orprocesses. In such a case, the consultant's role is tofacilitate changes in employee attitudes.

Rescuer: Specific events require very specializedexpertise.

A fire has caused sprinkler damage to irreplaceablematerials. Now what?

Several of the senior staff have taken early retirement,and a sudden illness has left a significant gap instaffing. How can we get through the next fewmonths, and how do we deal with the planning forhuman resources?

While it would be nice if skills such as salvaging wetbooks were not needed, the fact is that accidentsdo happen, and consultants who know what to doare needed - now.

The best laid plans of library directors can't preventa staffing crisis; it is fortunate there are consultantswho specialize in dealing with such situations.

1.4 Fees and Pricing

How much should you charge for your services, and according to what model? For example, do you quotean hourly fee no matter what the work entails, or do you set a fixed fee based on an estimate of theeffort? Examples of payment schemes include:

Fixed project fee, payable on submission(s) of deliverable(s) Daily or hourly rate billed at agreed intervals or at project conclusion Fixed prices for defined deliverables with surcharges for additional/subsequent work

The rates you charge should of course be competitive, commensurate with the services offered, andappropriate in the eyes of the client. You may wish to consider the "optics" of an hourly vs. a daily rate,just as you will want to ensure you are "in line" with the fees charged for comparable services by others.Artificially lowering your prices below the industry norm not only sends an untoward message about yourown perception of your value but - more seriously - does the entire profession a great disservice. A bit ofresearch will soon establish what is typically charged by others who offer services similar to yours.


That said, you are of course free to reward good clients with preferential fees or to offer an advantageousfee for larger amounts of work (the fee for 1 day of your time is X but the price for 5 days contractedupfront could be 4X).

In the case of larger assignments whose total work effort is difficult to estimate in advance, you couldquote a fee for a "Phase 1" and indicate that subsequent phases may then be negotiated.

For more information, visit the fees/pricing page on the AIIP website, which can be found athttp://aiip.org/resources/Documents/Members/FAQ%20-%20pricing%20strategy.pdf.

June Boyle, of CeRCo Research & Consulting, LLC is a management consultant with over a decade ofexperience in the field of organization research, and 20 years of managerial experience in organizationresearch, information services, operations, knowledge management, and financial systems. Her consultingwork has focused on helping executives understand external perspectives and practices in order toaddress particular challenges in their own organizations.

Copyright © 2011 Ruth Shipley All Rights Reserved. 9

2. Let Us Tell It Like It Is: Factors to Consider when Deciding"Do I really want to be an Independent InformationProfessional"?

By Ruth Shipley

2.1 Challenges Unique to the Independent Info Pro

If you’re thinking about becoming an independent information professional (IIP), a key question for youmay relate to your likelihood of success. You may wonder:

Is there a market for my services? Can I compete with the Internet? Are companies willing to pay for information? Can I work the business full-time?

The experience of many AIIP members shows there is a market for IIP services, but that doesn’t mean itwill be easy to set up and operate an independent business! In fact, this type of business presents greaterchallenges than many other types of businesses do.

For example, information is not a "consumable" product like bread, shampoo, or laundry detergent. It’snot a product people use all the time and replenish when they run out. In fact, many prospective clientsyou contact may not even have - or be aware of - a current information need. Even if they are aware of aneed, most research projects are one-time assignments. When a client hires you to research a topic andyou do the research, analyses, and writing, then deliver the report or oral presentation … that’s often theend of the relationship. You may never hear from the client again.

So you will have to use all the usual marketing techniques to keep your name in front of prospectiveclients and current and former clients. You must constantly market your services … even when you’rebusy working on a project.

Another characteristic of the IIP business is that most people think they can find whatever informationthey need on the Internet for free. They just don’t want to pay for information, forgetting that they "getwhat they pay for". Hence, much of your marketing effort will be educational. You must convinceprospective clients that authoritative information resources would benefit their business but are not free.In that context, you stress that you can provide them pay-per-view access to resources that are normallyonly available by subscription.

And throw the current economic climate into the mix. Will companies hire consultants during a recession?Or will they hunker down and just do without?


2.2 What about Google?

What would you reply if a prospective client said, "When we need information, we just search theInternet?" It is a fact that many people honestly believe they can find whatever information they need onthe Internet for free. Maybe they never pulled up a New York Times article in a search and experiencedthe barrier of "You must subscribe to see this article." So much for the "free" Internet. Here are a coupleof resources your clients will not find on the free Internet:

A document behind any kind of firewall Internal company reports, especially from a private company

Typical points raised about internet searching:

Google and other search engines primarily index web sites - and anyone can create a web site,from the New York Times to the guy who claims he’s receiving messages from aliens through his TVantenna. How many web sites are authoritative sources of information? How many corporate websites reveal everything about the company?

And when you search the Internet and get 86,493 hits, do you really want to rely on computersoftware to tell you which of those sites should be consulted first?

Getting 86,000 hits is ridiculous anyway. Who’s going to go through all of that? You can sometimesfind false drops even on the first page of your search results! A "false drop" is a search result thatcontains your keywords but in the wrong context.

And if you’re getting false drops on the first page of search results, how much confidence do youhave in the rest of the pages?

In fact, searching the Internet is often an exercise in frustration. The web sites are not properlyindexed, the search engines are primitive compared to those of professional aggregators, and theinformation found may not have been vetted by any authority on the topic.

You must convince prospective clients of the futility of searching the Internet for certain types ofinformation, then tell them:

I can access resources that are not on the Internet My resources are authoritative I can search these resources much more precisely than anyone can search the Internet I can provide pay-per-view access to resources normally available by subscription I have access to over 500 other IIPs who can assist me if necessary I can distill, analyze, and tell you what the information means.

In addition to being a "missionary" for IIPs, you must have the characteristics of successful entrepreneurs.


2.3 Characteristics of Successful Entrepreneurs

Starting any business is not easy. The U.S. Small Business Administration estimates that 80% of all smallbusinesses will fail within five years. In addition to having a marketable skill, it’s important to have thefollowing characteristics:

Inquisitive, curious nature – you see a need you can fill. Independence – you don’t especially like working for someone else. Initiative – you must actively seek out prospective clients. Management skills – you must be able to create and manage projects with no supervision. Extroversion – you must have a fairly outgoing personality, or have the ability to 'fake it.' Risk-taking – you must be comfortable taking risks. Planning skills – you should be able to make plans and forecasts. Solution-oriented – you love to solve problems.

If you grow faint of heart looking at that list, don’t despair. You can learn management and planning skills.You can take a sales training or marketing class. You can learn how to take calculated risks. You can evenforce yourself to be more outgoing. Your success depends on it! Here are some of the extroverted actionsyou will need to take to market your business:

Introduce yourself to total strangers at your local Chamber of Commerce’s networking meetings Call total strangers on the phone as part of a telemarketing campaign Attend conferences and network in the exhibit area and at all social events Volunteer to speak at local business meetings

If even the thought of doing these things is too much for you to bear, please take our advice: forget aboutbecoming an IIP unless you can find an extroverted partner who has the business and marketing skills youdon't. You need to own just 25% of an information business to become a Full Member of AIIP, sopartnering could be a good option.

Even if you have all the entrepreneurial skills listed above, other factors can boost or hurt your chances ofsuccess.

2.4 If You Are Currently Employed

Full-time employment can be a benefit if you and your spouse or partner spend a year or two saving anyextra money you may have and reducing your expenses by cooking at home instead of eating out, gettingfree movies at the public library, selling one car and car pooling, etc.

You can "put feelers out" while you’re working to see if there is a local market for your potential business.Long-term residence in one location and a large social network are two major benefits if you’re workingfull-time and want to do this.

The downside of full-time employment is that you will not be able to market your business during thehours your prospective clients are open and that you may not be able to take time off from work to travelto a client’s location to give a business presentation. Yes, you can do the actual work in the evenings andweekends, but you must be available when your clients and prospective clients are at their place ofbusiness. It may be very hard – and unethical to boot – to take client calls at work!


If you’re employed, your immediate goal is to save up enough money to quit your job. Many accountantsrecommend having at least nine months of working capital before you start a business. One year wouldbe even better. Do you have that much money in a savings account? How long would it take to save it up?Do not underestimate the time it may take to create a sufficient client base - it could take several years.

If you can convince a banker that you already have several clients lined up, you may be able to get abusiness loan. But you may have to spend a little more time explaining your business to a banker. Manypeople – including prospective clients – do not entirely understand what IIPs do.

2.5 How to Help or Hurt Your Chances of Success

Here are some characteristics that could increase your chances of succeeding:

Recent experience in the information industry A working spouse whose earnings will keep the bills paid as you ramp up No job or a part-time job Lots of money in a savings account A large social network Several potential clients already lined up

On the other hand, the following characteristics could decrease your chances of succeeding:

Trying to "resurrect" an old skill Being a lone breadwinner without support for paying the bills Having a full-time job Having no savings Living far from a large metropolitan area

2.6 If You Take a Walk, I’ll Tax Your Feet

Yes, we’re referring to the "taxman." In most countries, there are tax authorities who will be looking fortheir cut of what you earn. But are you an independent contractor or an employee? In the U.S., the IRShas very specific guidelines; if you live in another country, you must contact your local tax authority foradvice. Be sure you are fully aware of the criteria used by the relevant tax authorities in assessingwhether you are a true independent business owner or an employee. For example, if you consistently billthe same client for services and have no other clients, you would typically be deemed an employee for taxpurposes.

Ruth Shipley, of SMR Information Solutions provides critical business information primarily to clients inthe biological sciences, biotech, healthcare, pharmaceutical, and medical devices industries. She hasextensive experience researching, analyzing, and summarizing information in the life sciences industry

Copyright © 2011 Sonia Isotov All Rights Reserved. 13

3. How to Set Up Your BusinessBy Sonia Isotov

3.1 Steps to Setting Up

(Loosely based on "Building and Running A Successful Research Business" by Mary Ellen Bates, BatesInformation Services, Inc. ISBN 0910965854 ) The practical, legal, and financial steps to setting up yourbusiness hold some of the key decisions that will influence the first few years of your business’ life. Thepointers below are intended to orient you as to the many aspects of your business that have nothing todo with your professional expertise.

3.2 Structuring Your Business

Information professionals have four choices when it comes to the structure of the business: soleproprietorship, limited liability corporation, corporation, or partnership. The majority of informationbusinesses are initially formed as sole proprietorships; some eventually end up, after several years inbusiness, as limited liability companies or corporations while others become partnerships. The tablebelow briefly outlines the considerations for each:

Pros (Advantages) Cons (Disadvantages)

SoleProprietorship (or"sole trader" inthe UK)

Simplest option; tax filings: Form 1040and Schedule C; bookkeeping simple;estimated tax filings quarterly

Owner is personally and legally liable for alldebts of company; some expenses notcompletely deductible (health insurance);more difficult to obtain business loans; morerisk of IRS audit (in the US); will need toconvert to corporation to sell businessCanadians are liable for goods and servicestax if annual revenue exceeds C$30,000.

Limited LiabilityCorporation

Exists for a specified amount of time andlimit can be extended; limited protectionfor personal liability; limited liabilitypartnerships now available in the UK

Exists for a specified amount of time and limitcan be extended; limited protection forpersonal liability; additional filingrequirements and less operational flexibilitythan sole proprietorships or partnerships

Corporation -Subchapter S isthe most commonin the US

Canadian practiceis similar

Personal assets partially protected fromdebts of the corporation; business can besold outright; some tax benefits; reducedrisk of audit (in the US)

In the UK, Private Limited Company givessome protection for individuals forliabilities of company; must have 2shareholders (unlike US).

You may want to consider Errors & Omissionsinsurance if you are in a high-risk area such aslitigation support or trademark searching;more tax filings than soleproprietor/partnerships

Partnership(US, UK, Canada)

Simplest option; tax filings: Form 1040and Schedule C; bookkeeping simple;estimated tax filings quarterly

Partnership agreement may take some timeto set up; personal liability for debts ofcompany; liability for actions of partners

As you can see, the ramifications of your choice can be deep and wide, so please be advised that seekingthe assistance of an attorney or accountant is encouraged.


3.3 Before You Launch

Two planning documents are worth writing: 1) the business plan and 2) the marketing plan. Professionalbusiness consultants and coaches will recommend that you develop both plans before you launch yourbusiness. That may sound like a daunting task, but remember these documents are key tools for you inplanning and prioritizing the use of your time. You need a formal document only if you are seeking abusiness loan or investment from a private party - but then, you will want to have the most complete andprofessional plan possible.

The key components of a good business plan are the market research you do, the financial spreadsheetyou develop, and the planning you put into the exercise of compiling the details of what you will do bywhen. Putting your thoughts down on paper will allow you to think through what you will be doing inreality. Marketing is a key component of the success of any business, so putting your marketing plandown on paper is important, too.

Finally, remember that unless these documents are being submitted to an outside source, you will havethe ongoing opportunity to periodically revisit and tweak the plans. In fact, you should plan on revisitingyour plans quarterly in the beginning and at least annually at a minimum when you get past the startupstage.

Small Business Development Centers (SBDC). A program of the U.S. Small Business Administration, the SBDCoperates a network in every state. These centers offer free business consultations with business managementexperts. Take advantage of this terrific resource for advice and guidance when writing your business or marketingplan. http://www.asbdc-us.org/

3.4 Setting Up Your Business

Business Name

Common options for the business name include using your last name followed by the word "Information"or "Research" or "Consulting" or "Associates"; a descriptive name based on your subject area; or anevocative name such as "Info2Go".

Remember to do an Internet search to make sure the name is not already in use. You will also want tocheck an Internet domain registry, such as http://www.netsol.com, to ensure your intended domain nameis available.

Do a search of the AIIP membership directory (http://www.aiip.org/HireAnInfoProfessional) to get a feelfor what types of names are generally used. Your business name is your brand - and the best brands andtrademarks are unique and memorable.


Business Tax

Almost immediately, you will want to set up the appropriate tax payment instrument. In most countries,that would involve the registering of the business entity and the obtaining of a "business identificationnumber" (in the US, it is the Employer Identification Number obtained from the Internal Revenue Service).Such a number is used by the government to identify a business entity’s tax account and is supplied byyou to your clients when contracts are signed and invoices issued.

It is your choice whether to engage the services of an accountant to handle tax filings, determining whatexpenses are deductible, and managing the depreciation accounting for major office equipment.Received wisdom indicates an accountant's fees are money well spent to avoid making inadvertentmistakes vis-à-vis the authorities.

Location, Location, Location - or Not

For the most part, geographic location is not really as important a factor for starting a research businessas it might be for a retail business; however; whether you set up at home or pay for an outside office is adecision you will want to consider.

Insurance

You will absolutely need health insurance. If you are a new startup, take advantage of any COBRAbenefits you may be eligible for from your previous employer. [See below: What is COBRA?] Otherwise,you will have to join the ranks of freelancers, small businesses, and independent contractors whopurchase individual or small business health insurance from any number of carriers.

General business liability is required if you lease an office space. With the downturn in the economy,office space once held at a premium can be leased for economical rates now, and will include the cost ofgeneral business liability. If you have a home office, check your home insurance policy; you may becovered.

Finally, Errors & Omissions (E&O) insurance is predominantly purchased by research business owners whowork in the legal, patents, trademarks, and other fields where ramifications of missing information can becostly. E&O policies cover lawsuits filed by clients who claim you failed to find information that you shouldhave turned up. AIIP members who have a private investigator's license tend to have E&O insurance.

What is COBRA? Congress passed the landmark Consolidated Omnibus Budget Reconciliation Act (COBRA) healthbenefit provisions in 1986. COBRA provides certain former employees, retirees, spouses, former spouses, anddependent children the right to temporary continuation of health coverage at group rates. Individuals who areeligible for COBRA coverage because of their own or a family member’s involuntary termination of employmentthat occurred from September 1, 2008 through March 31, 2010 and who elect COBRA may be eligible to pay 35%of the premium costs for your COBRA coverage for up to 9 months [18 months in some cases]. See the U.S. Dept.of Labor website www.dol.gov/ebsa/COBRA.html.


Subscriptions

Subscriptions to online information services are a large expense in opening a research business. To help inthis regard, the AIIP Industry Relations Committee is tasked with negotiating group discounts and otherbenefits afforded AIIP members only. Benefits include no up-front or annual/monthly charges, free orlow-cost training and documentation, and access to vendor products and services by AIIP members atadvantageous terms.

More information on vendor benefits can be found when you visit the AIIP website page:www.aiip.org/InfoIndustryBenefits.

Office Procedures

Your professional work is underpinned by administrative functions such as record keeping, accounting,invoicing, bill paying, banking, planning and scheduling, ensuring supplies are on hand, and managingcomputer systems. As time goes on, it is likely your procedures will evolve as you discover the best wayto keep track of your work and handling the practical aspects of the business. As you explore the optionsfor backing up data on a regular basis and the most efficient way to organize receipts for your taxdeductible expenses - for example - you will benefit from the advice of other professionals (in this case,computer experts and accountants).

One option worth considering is "farming out" office related activities to a part time professional - aVirtual Assistant. A Virtual Assistant (or VA) is a business support specialist who provides remote officeservices to clients using email, the internet, and various technology tools. There are many benefits toworking with a VA - first and foremost the fact that you are focusing on your business and your clientswhile he or she is taking care of the office. VAs can be generalists or specialists and provide a wide rangeof services including booking meetings and travel, creating and managing client contract documentation,updating and maintaining your database, typing up your notes, creating a presentation, handling socialmedia, and distributing your newsletter. VAs are to IIPs what we are to our clients - professionals in theirown right, doing expertly what we can't or don't want to do for ourselves. You can find one to suit yourneeds on any of a number of VA websites and directories, including International Virtual AssistantsAssociation (IVAA) at www.ivaa.org.

Public Face

For the most part, you probably do not want to skimp on what could be one of the biggest investmentsyou make in your business: your public exposure to your clients and prospects. Hiring a professionalgraphic designer to design your logo may be a good option. Must-have elements of your "public face" andsome tips are listed in the table on the next page:


BASIC ELEMENTS OFYOUR PUBLIC FACE

TIPS

AIIP Membership Get a full profile into the member directory; use the logo on your website; sign upfor the AIIP-L discussion list and make yourself known

Logo, Business Cards,Stationery

Get the logo first, then order business cards and/or design your stationery (memosto clients, report covers, invoices, and the like)

Website "[email protected]" will NOT impress potential clients! A website andproprietary domain name for your email are necessary. Website templates areavailable from various sources (check your local Internet Service Providers (ISP) tosee if they offer templates), or engage a subcontractor to set up and manage yourwebsite.

It is truly amazing how many decisions, big or small, need to be made in the startup phase of yourbusiness. The good thing is that eventually the to-do list does get smaller as you see your business beingformed before your eyes and as you learn the ropes. As your sophistication grows, you may well findyourself enhancing your public appearance through the years.

Good luck with it all - and remember, your fellow AIIP members have been there, done that, and they arealways happy to help (just show that you have done some basic looking around before you ask).

Sonia N. Isotov is owner and principal researcher at Isotov Information Services, a Hawaii-based companythat provides customized business intelligence and secondary market research to companies who wish tomake informed decisions. Much of her work helps shape business plans, business development andmarketing strategies for clients including start-ups, technology companies, other consultants and smallbusinesses in all industries. She has a special interest in providing competitive intelligence and journalismcontent to the tourism, travel, and hospitality industry.

Copyright © 2011 Susan Pawlicki All Rights Reserved. 18

4. Marketing and Selling

By Susan Pawlicki

4.1 Developing a Strategy

Marketing requires great diligence, dedication, and discipline. Few people go into information researchthinking, "Great! I’ll get to market myself!" Most of us enjoy research and/or putting that research into auseable form; if we all loved marketing, we’d be doing something different to make our livings.Unfortunately, though, if you want to succeed in this or any other business, you’ve got to market yourself.An initial decision is, will I come up with and manage my marketing myself, or will I pay someone else todo it? Both are legitimate and useful options, and there are AIIP’ers in both categories. Many of us whoare just starting out do our marketing ourselves because we simply can’t afford to hire someone else todo it for us. Others among us realize from Day 1 that marketing is not a skill we possess and we are betteroff hiring someone else to take this vital part of business in hand. Either way, you as the business ownermust realize marketing takes time. And more time. And more time. Particularly in a business where weare selling our skill and knowledge and our ability to use them to benefit others, marketing is a slow-growth activity. Often you must make the client aware not only of your existence, but of the need foryour services.

Before you can begin even thinking about marketing, you must decide to whom you are offering what.That is, who is your client and what does he or she need that you can expertly provide? If you know,based on your past experience and your present contacts list, that you want to do research solely forchemical companies, deciding who to approach is relatively easy. If, however, like many of us who go intoinformation research, you approach marketing thinking, "My ideal client wants me to find out somethingfor him that he doesn’t already know," your potential audience is quite broad. To whom do you sendyour information, and what constitutes "your information"? What you say about yourself can varyconsiderably from client to client, not because you are telling clients whatever they want to hear, butbecause different clients need different aspects of your expertise.

My partner and I have done a great deal of health information technology research in the past, but thatreally doesn’t matter to the YMCA of America or the Illinois Department on Aging, so when we talk tothem, we don’t stress our Health IT background. When talking to the American Health InformationManagement Association, however, our Health IT background becomes vital, and the environmentalscans we wrote for the YMCA drop away. Knowing who your clients are and what they need and want iscritical; if you don’t know this, you will not know which of your services the client is most likely to pay for.

Knowing your client is also very important when it comes to actually making contact. Some clients lovethe convenience of email contact … but others have inboxes crammed with the email of past days andweeks and unless your email deals with a current project, it is likely to be deleted unread. Some clientsprefer phone contact; it is more immediate and easier for them to register in the present moment. Otherclients find telephone contact annoying and uncalled for unless you are already engaged in a project("don’t call me; I’ll call you"). The more you know about a prospective client, the more likely you are tocontact him or her in the manner likely to gain you a positive response.

One piece of marketing applies to most clients, prospective and current: Make sure your clientunderstands why he or she needs you and your services. What can you give him or her that will be better


or faster than someone else's deliverables? What sets you apart? Where are you particularly proficient?What do you enjoy most? While both my partner and I are quite competent researchers and writers, sheenjoys doing research more than I and I enjoy writing more than she does. When a project calls for moreresearch, she typically talks to the client. When a project calls for more writing, I do. She is better atselling our "finding out" skills; I am better at selling our "put it on paper" skills. Look for your strongpoints and determine how you can use them to benefit your client. Where can you make a difference forthe client's business? Then make sure you communicate what you are good at, and how it will help theclient, to the client directly!

There are many tools available to help you market yourself. Some are tried and true (the Yellow Pages);others are of more recent origin (a business blog). Let's review the key avenues:

Your website

While most AIIP members have a website, few of us would argue we have it for its market value.Relatively few clients surf the web, hit an information researcher’s site and think, "That’s who I’ll hire!" Awebsite is a good marketing tool in the sense that it backs up your claims of expertise and reinforces theclient’s idea of you as a professional person. Make sure your web site features you in the most positivelight and makes you proud!

Volunteering in relevant organizations

So you’ve found a niche, decided to specialize a bit - go ahead and join the professional organizationdevoted to your area. Let people know who you are, what you do, and how you can be of service.Volunteer - a bit - so your abilities can be seen and heard. The idea is not for you to end up doing all theorganization’s work for free. The idea is for you to let prospective clients see that you are exceptionallycompetent, conscientious, and pleasant to work with.

Teaching

As with volunteering in relevant organizations, the idea with teaching is to show a group of people -prospective clients, ideally - that you know what you are doing. My partner and I put together aworkshop on effective searching strategies to present to local Chambers of Commerce to communicate"here are some simple strategies you can use; we not only know these, but we use tailored strategies onsubscription-only databases that would probably be helpful in finding out information you and your townwant to know". Our goal was to present information that was useful and relevant to the audiencemembers while at the same time letting them know what other specialized skills we have.

Cold calling

I’m not sure I know anyone who likes cold calling. Cold calling is calling a person or company with whomyou have no contact; you simply believe your services would be useful. Generally cold calling is not aparticularly successful strategy for the information professional.

Warm calling


Warm calling is much easier than cold calling. Warm calling is calling a person or company with whomyou have some contact, but no current project. Warm calling is keeping in touch with former clients andreminding them of your presence and the help you’ve been in the past. Generally it is best to call withsome helpful bit of information or a current news story that may be of interest and let the conversationproceed from there.

Newsletters, Blogs

Newsletters and blogs can be wonderful ways to maintain contact with former clients and to put yourselfin a prospective client’s field of vision. The one difficulty with newsletters and blogs is that they are, bynecessity, not directed at an individual client, so they cannot be tailored to an individual client’s need. Ifyou work within a particular field, however, a newsletter or business blog can be extremely relevant to allclients.

Conferences

Conferences, like the yearly AIIP Conference [http://www.aiip.org/conference], are a great way to meetpotential subcontractors and become known to those who might use us as subcontractors. Because weare an organization of people with many different specialties, many of us will choose to subcontract workthat comes our way but is not within our particular field of expertise. A few lucky individuals may simplyhave more on their plates than they can handle and subcontract out the overload. Conferences alsoprovide you the opportunity to talk with other people who work in areas similar to yours, and there isgreat joy and comfort in sharing experience and knowledge with people who understand what you’retalking about.

Networking

"Networking" is surely one of the biggest business buzzwords of the last half century … and with goodreason. Growing an information business largely relies on word of mouth mention and recommendation.Networking can mean attending local professional association meetings for your niche group or attendinglocal information or independent professional meetings. It can also mean telling everyone you knowwhat you do. You never know whose spouse’s cousin's neighbor’s daughter may need your services.

Social networking

Social networking is all the rage now. It is recommended to have a LinkedIn profile for your IIP business.Whether you also need a Facebook page, or whether you choose to tweet, it’s key to remember thatwhatever marketing avenue you use is a reflection of your company. It’s your brand and your slogan. Besure your marketing is professional, friendly, and appropriate to the audience you wish to gain.


Susan Powlicki, of Precision Research Link, is a researcher, writer and editor with over twenty year'sexperience. As a freelance writer and editor on projects ranging from college theses to business plans toprofessional oral and written presentations, she enjoys working with a wide variety of clients. Susan alsoteaches composition and writing at the college level, specializing in helping students overcome their fearof writing. Susan is a member of the Association of Independent Information Professionals and theNational Education Association.

Copyright © 2011 Association of Independent Information Professionals. All Rights Reserved. 22

Selected Resources

Books

Bates, Mary Ellen. Building and Running a Successful Research Business, 2nd Edition. CyberAge Books/Information Today, 2010.ISBN: 0910965854

The essential handbook for every information entrepreneur, this is the indispensable guideto launching, managing, and growing an independent research firm.

De Stricker, Ulla and Jill Hurst-Wahl. The Information and Knowledge Professional's CareerHandbook . Chandos Publishing (Oxford) Ltd, 2011.ISBN: 1843346087

The definitive guide to developing and managing a successful career in the informationprofession…

De Stricker, Ulla. Is Consulting for You ? American Library Association, 2009.ISBN: 0838909477

De Stricker, an information consultant for 15 years, provides a perspective from thetrenches of the many consulting opportunities available within and outside the librarysetting.

De Stricker, Ulla. Business Cases for Info Pros:Here's How Here's Why. Information Today,2008.ISBN: 978-1-57387-335-2

In this practical guide, Ulla de Stricker explains why, when, and how a formal businesscase can be used as an effective tool for gaining support for information-based projects.

Dority, G. Kim. Rethinking Information Work: A Career Guide for Librarians and Other InformationProfessionals. Libraries Unlimited; 1st edition, 2006.ISBN-10: 159158180Xhttp://www.rethinkinginformationwork.com

Using various tables, worksheets, lists, and extensive, current bibliographies of Web andprint resources, Dority, an adjunct faculty member at the University of Denver's graduatelibrary school, leads the user through the process of planning his or her choseninformation career path.

Harding, Ford. Rain Making: Attract new clients no matter what your field, 2nd edition. 2nd ed.Avon, Mass.: Adams Business, 2008.

ISBN: 1558504206

Offers practical advice on marketing professional services, discusses strategies, coldcalling, and direct mail, and includes information on creating promotional materials.

Jantsch, John. Duct tape marketing: the world's most practical small business marketing guide.Nashville: Nelson Business, 2006.ISBN: 159555131X


Duct Tape Marketing is a worthy addition to the growing library of how-to books on smallbusiness marketing -- concise, clear, practical, and packed with great ideas to boost yourbottom line.

Sabroski, Suzanne. Super Searchers Make It On Their Own: Top Independent InformationProfessionals Share Their Secrets for Starting and Running a Research Business. CyberageBooks/Information Today, 2002.ISBN: 0910965595.

Offering the advice, insights, experiences, and encouragement would-be Internetentrepreneurs need to establish a successful independent research business, this bookprovides an insider's view of Internet businesses and their unique services.

Weiss, Alan. Million Dollar Consulting: The Professional’s Guide to Growing a Practice. McGraw-Hill, 2002.ISBN: 007138703X.

Alan Weiss, "the consultant's consultant," shows step-by-step how to raise capital, reel innew clients, set fees, accelerate growth, and more.

Articles

Bosi, Rebecca. "Four Ways for Your Consulting Firm to Thrive Through Tough Times." ResearchAdvantage. N.p., n.d. Web. 11 Feb. 2011.http://www.researchadvantage.net/uploads/Research_Advantage_Article_How_your_consulting_firm_can_thrive_1-16.pdf

A practical four step strategy with principles to soundly win business.

Kangiser, Angela. “After the Research: Information Professionals' Secrets for Delivering Results”Online 2003: 27(1).http://goliath.ecnext.com/coms2/gi_0199-907261/After-the-research-information-professionals.html

Eighteen information professionals shared their insights and techniques about producingand delivering presentation packages helping to define best practice approaches.

Kassel, Amelia, "Value-Added Deliverables: Rungs on the Info Pro's Ladder to Success,"Searcher, 2002: 10(10).http://www.infotoday.com/searcher/nov02/kassel.htm

During recent years, increasingly, information brokers prepare value-added deliverablesfor corporate information managers and librarians on a contractual or ad hoc, per-projectbasis.

Longo, Brunella. “How a Librarian Can Live Nine Lives in a Knowledge-Based Economy.”Computers in Libraries 2001: 2(10).http://www.infotoday.com/cilmag/nov01/longo.htm

This author proves how a solid library-school education can be the basis for a number ofcareers in today's knowledge-based economy.


Materese, Valerie. “Proving Credentials as an Independent Information Professional.”AIDAinformazioni • Anno 23 • ottobre-dicembre • Numero 4/2005.http://eprints.rclis.org/bitstream/10760/10505/1/matarese23(4).pdf

This brief presentation introduces the figure of the IIP, describes the different ways inwhich they currently prove credentials, and suggests some future ways that the activitiesof IIPs might be certified.

Wright, Mary Doug. “Independent Information Professional” In: A Day in the Life: Career Optionsin Library and Information Science. Westport CT: Libraries Unlimited, 2007.ISBN: 9781591583646

… describes a typical workday or work routine, sharing joys, sorrows, and annoyances inrefreshingly candid fashion.

Periodicals

Online. Information Todayhttp://www.informationtoday.com/online

Searcher, Information Todayhttp://www.informationtoday.com/searcher

BULLETIN of the American Society for Information Science and Technology (SpecialSection)

October/November 2010.Parts I and II:http://www.asis.org/Bulletin/Oct-10/Bulletin_OctNov10_Final.pdf

February/March 2011Part III:http://www.asis.org/Bulletin/Feb-11/Bulletin_FebMar11_Final.pdf

“This special issue of the Bulletin of the American Society for Information Science andTechnology offers a glimpse into the business of independent information professionals (IIPs).The overall theme is adding value, because it most aptly describes how IIPs benefit the work oftheir clients and because, in many ways, it is what IIPs must strive for within their own businessesto ensure relevance and viability in the rapidly changing technological, competitive andinformation landscape.”

Sharp, Crystal, Guest Editor. “Adding Value: The Business of IndependentInformation Professionals.”

Contributors:

Bjorner, Susanne. “Looking Back, Looking Forward”

Sharp, Crystal, Guest Editor. “PART I - Research: Much More Than Search and Retrieval”

Greenfield, Liga and Cindy Shamel. “The Unexpected Value of Research in BiomedicalBusiness”

Wolff, Tom and Stephen Adams. “Patents in the Realm of Independent InformationProfessionals”


John, Jane, Jocelyn Sheppard and Jan Knight. “The IIP and the Small Business HighTech Client”

Garvin, Peggy. “Government Information: Adding Value as an Expert Guide”

Smith, Phyllis. “The Independent Information Professional as Government Contractor”

Weiss, Arthur and Ellen Naylor. “Competitive Intelligence: How Independent InformationProfessionals Contribute to Organizational Success”

Shaul, Eiko. “Business Research Beyond Borders”

Corely, Missy. “Today's Genealogist: Providing Value-Added History”

Sharp, Crystal, Guest Editor. “Part II - Services: Marketing, New Media, Writing,Consulting and Information Management”

King, Margaret. “Information Professionals and the Nonprofit Sectors”

Desgrosseilliers, Marjorie. “Enhance Your Marketing Productivity: Hire an IIP”

de Stricker, Ulla. “Consulting: Helping Clients Plan, Adapt, Choose...and Much More”

Blakeman, Karen and Scott Brown. “Social Media: Essential for Research, Marketing andBranding”

Johnston, Sarah Hager. “From Reference Interview to Project, Proposal: Defining ClientNeeds to Ensure Research Success”

Hunt, Deb. “The Accidental Knowledge Manager: Another Role for IndependentInformation Professionals”

Part III

Sharp, Crystal, Guest Editor. “Making It Work as an IIP”

Phelps, Marcy and Udo Hohlfeld. “International Collaboration - Needs, Essentials andPitfalls”

Sacks, Risa. “Collaborating - Key to Providing Complete Answers Online and Off”

Materese, Valerie. “Independent Information Professionals in Europe: Using Geopoliticaland Cultural Boundaries to Advantage”

Kassel, Amelia. “How to Generate Income from Teaching and Training”

Bates, Mary Ellen. “Think Strategically: Add Value to Your Business”

Carrero, Andrea C.. “Strategic Communication: Making Your Marketing and WebsiteContent Work for Your Business”

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