Krysta Tepper, marketing manager, Bloomington Public Library
and Thomas D. Kern, library director, Wauconda Area Public Library District
What Is Marketing?
Marketing has different meanings to different people. Some see it as advertising. Others see it as planning programs and events. Yet others see it as public relations. Actually, marketing is all that and more.
In general terms, marketing can be described as two-way communication. It is an exchange of information between the community and its library-a continuous dialog.
While creating a strategic marketing plan is a challenging task, the process can be described in a few steps. The first step is to listen to what the community needs and wants the library to provide. The next step is to identify precisely what the library can realistically offer. The third step is to mesh the two into services, programs, and a collection that fill the needs of the community. The fourth step is to communicate (promote) it to the community-to present and potential customers. The final step is to evaluate the results. And then the process repeats.
Only within the last thirty years or so has marketing is being used by nonprofit organizations because they discovered that serving their markets more effectively ensured their continued growth and support. Libraries began applying marketing techniques more recently. Since other chapters in this book discuss long- and short range planning, analyzing the library's community and advocacy, this chapter offers an overview of marketing and a highlight of public relations. Publicity or promotion is just one part of the marketing mix-the tip of the iceberg.
Why Use Marketing in a Library?
There are many reasons to use marketing: It provides a way to merge planning and promotion. It can help the library meet the needs of its community and educate the public on the value of the library and library services. Marketing can provide a framework for effectively promoting the library and help a library staff work smarter. Furthermore, it offers a way to address the growth in information, the changes in technology and the need to maintain adequate funding.
The library as a point of pride for the community is a vital part of a city's infrastructure. By providing the information resources needed by a community, a library is just as vital in contributing to the quality of life in a community as recreation facilities, cultural activities, and educational institutions. Yet the library's contribution is often overlooked. Marketing addresses the specific needs of the community while maintaining a highly visible profile for the library.
The following brief descriptions offer snapshots of two successful marketing strategies. While libraries can obtain many ideas from other libraries, it is important to recognize that marketing plans are as individual as each library and community.
Case Study: Wauconda Area Public Library
The Wauconda Area Public Library District, located in Chicago's northwest suburbs, implemented a three-year marketing campaign that culminated in a successful building referendum in the November 1995 election. The library board had determined in 1992 that the Wauconda area community was entering an important transitional period because of fast growth and demographic changes. The library was not large enough to serve the library district population, which had grown from 9,000 to 18,500 in only seven years, and the need for building expansion was imminent. Fortunately, community growth had resulted in an increased tax base that provided the funding necessary to expedite improvements in library services and public image.
We planned a marketing program to make the library's presence known to the community, to tailor library services to meet new and changing needs, and to get the support needed for a successful referendum. This marketing campaign was designed as a three-phase program that implemented fundamental marketing principles and techniques.
Phase 1:Identify the needs of the community; determine the library's strengths and weaknesses in meeting these needs; improve library services accordingly
The first phase of the marketing campaign consisted primarily of gathering information to determine which library services needed improvement and to gauge the public's perception of the library in meeting the community's needs. A demographic profile of the community showed that a large percentage of the new residents were young families and noted trends in average income and educational background of new residents. Much of this information was garnered from recent census data and other community resources, including school enrollment and property development trends and projections. Library circulation data was analyzed. A five-page in-house survey was distributed to library users to determine which services were perceived as most and as least valuable and to ascertain the level of patron satisfaction. A shorter survey was included with the library newsletter and distributed to every household. Positive and negative responses were analyzed in conjunction with demographic attributes of the respondents. Survey results confirmed that the library was too small and that improvements in services, technology, and materials were desired.
After evaluating library services in light of the needs that had been identified, changes were quickly implemented that made the library more useful and more attractive to its newly defined user base. The basic plan at this point was to establish the services most likely to attract patrons and then to promote these services extensively to get people to come to the library and see all of the improvements. The new services included
- automation of the library catalog
- establishing an electronic reference center, including a network of computer work stations with access to important electronic information resources
- building a collection of more than 3,000 first-rate entertainment videos
- establishing a new book browsing section
- substantially improving reference collection and its services
- thoroughly weeding and refurbishing the nonfiction collection
- providing increased and improved programming for children and seniors, including live performances
- establishing outreach programs with the business and school communities
- replacing all out-dated furniture in public areas with attractive new furniture
- establishing an attractive and informational library newsletter for distribution to every household and business
- revitalizing the Friends of the Library organization
It took approximately one year to complete the first phase. The library was able to afford all of these improvements through efficient staffing, smart spending, and the increasing tax revenue resulting from the community's rapid growth.
Phase II: Enhance the library's new image by promoting
improved services and resources; establish a partnership between
the library and the community.
Once the library had made enough changes and improvements to impress previously unsatisfied patrons, it was essential to communicate these improvements to the public and to attract as many new patrons as possible. The library waged a successful campaign to promote public awareness and library usage. Important strategic components of this effort to portray the library as customer- and future-oriented included a newsletter, videos, popular materials, library automation,
new furniture, frequent programs, visits to the schools, and participation with local chambers of commerce in the state-sponsored "Library Partner" program.
Several creative high-profile programs in particular had outstanding promotional value in that they drew excellent coverage by the local newspapers. Although sometimes costly, programs resulting in cover-page newspaper articles with large photographs portraying the library in a very positive light are one of the most effective means of heightening community awareness.
Over a period of six months, the library greatly improved its public image as a direct result of the promotional phase of the marketing program. This success was demonstrated by the dramatic increase in library circulation statistics, increased attendance at library programs, and the many positive comments being voiced in the community.
As the popularity of the library grew, the space limitations became more pronounced. The library was running out of space for new materials and staff work areas were cramped. The need for more space was apparent to even the casual library user. The successful completion of this promotional phase of the marketing campaign paved the way for the library expansion referendum.
Phase III: Identify the library's support base within the community and promote the library expansion referendum specifically to that target group.
Convincing a majority of library district voters to vote in favor of a tax increase for a $4.5 million building expansion project involved a carefully coordinated, multifaceted marketing effort. The building project was designed to satisfy the community's needs and expectations, including a children's section nearly five times the size of the existing one. The use of segmentation and target marketing was a key element of the strategy for promoting the referendum. Promotion of the referendum to the general public was avoided because of the anti-tax sentiment prevalent in the community, as evidenced by several recently failed school referendums.
Detailed information about the referendum was sent to every household eight weeks prior to the election--there was no desire or attempt to keep anyone from knowing about the referendum. Aggressive promotion of the referendum, however, took place during the three weeks prior to the election and was directed only toward library supporters.
The library's support base was identified by using data from a simple but effective telephone survey, the earlier in-house and newsletter surveys, circulation statistics, observation of library usage and program attendance, prior school-election committee information, and the suggestions and observations of members of the library referendum citizens committee. The groups considered to be the best prospects for voting in favor of the library expansion included residents of new housing developments, young families living near the library, frequent library users, and known school
referendum supporters. These groups received all promotional materials throughout the course of the campaign.
Four weeks prior to the election, thousands of area residents were called in order of precinct and street address and asked whether or not they would vote in favor of the library expansion. All responses were recorded, and positive respondents later received postcard and telephone reminders just before the election. Areas in which the responses were very positive were also targeted for "Vote Library" lawn signs on election day. These signs were used only in locations where there was a known concentration of potential "yes" voters.
On Halloween, in the new residential areas populated predominantly by young families, a large network of volunteers distributed special library-expansion bookmarks with goodies to young trick-or-treaters. The bookmarks highlighted the proposed improvements to the children's department if the referendum were to succeed.
Because of the perceived and legitimate need for a large library, and because of the careful control of all promotional output regarding the library expansion and getting the word out primarily to library supporters, the library referendum succeeded by a wide margin.
In summary, the successful implementation of this three-year marketing program resulted in a greatly improved library that will serve the community well for years to come.
Case Study: Bloomington Public Library
In developing a marketing campaign to provide specific materials and services needed by a community, it is necessary to identify the goals of the community and establish a niche for the library. A number of factors foretold an optimistic forecast for economic growth in the community, including a projection of steady hiring by major employers, a chamber of commerce goal of attracting new businesses, and a strong commitment to orderly growth on the part of local government.
A strategy to actively reach out to newcomers in the community was developed to showcase the library as an integral part of the community. It established formal networks between the library and the chamber of commerce, relocation directors, realtors, and all organizations that meet and greet newcomers. Print materials containing a map to the library and a how-to for obtaining a free library card highlighted library resources that would be of special interest to newcomers.
Targeting newcomers has been very successful in this community because the community is growing and newcomers have many information needs. The library can offer many materials from job search materials for spouses and community service directories to home repair and decorating materials. And the target market can be effectively reached.
What Is the Role of the Trustee in Library Marketing?
The board of trustees' most important responsibilities include hiring a director, adopting policies, and marketing. The library's image and standing in the community is the responsibility of all library staff members and trustees. While it is important to identify one staff member with the responsibility of public relations for the library, there are many roles that only a trustee can fill. In fact, trustees play a unique part in library marketing.
Successful marketing requires constant communication with those individuals who can affect library operations. Trustees are important intermediaries between the library and governmental bodies-local and state. Keeping government officials informed about the library, explaining library needs, and encouraging recognition of library services is vital. Coming from a trustee, a personal conversation and a handshake have tremendous power.
Trustees can facilitate partnerships between the library and local businesses. Through community contacts, trustees can talk about the library, its services and needs. This can lead the way to collaboration with business, educational institutions, and other information providers in a community. New ideas can be developed that will benefit both partners.
A trustee's unique standing in the community, often as a long-time resident, gives the trustee an opportunity to observe. It is important to be aware of the perception of the library in the community. Ways to make a good library even better can be uncovered by listening to people. And formal surveying methods are supplemented by awareness of the community's library needs and how the library fills them. Image and perception influence the level of appreciation
for a library.
Trustees also offer "credibility" because they are citizens. The library director and staff are often seen as biased, but trustees are viewed as representatives of community residents. Trustees serve on the board they want to serve the community; they are truly opinion leaders.
Trustees are also in a position to communicate with people who might not be library users. A trustee's varied contacts in the community provide opportunities to reach nonusers, and nonusers are a traditionally difficult group to reach. Memberships in clubs and organizations offer the opportunity to schedule library presentations at meetings, too. Library staff enjoy talking about the library to groups.
Specific marketing opportunities for library trustees include carrying a general library brochure in case there is an opportunity to give it away bringing a friend to library events visiting other libraries to garner, in formal or informal exchanges, ideas to help your library
It is crucial for trustees to actively support their library. Often, the budget determines the grandeur and quantity of programs, events, newsletters, radio and television ads, library videos, signs, bookmarks, direct-mail items, billboards, posters, flyers, coupons, Web pages, and print materials. However, word-of-mouth advocacy is free and is the most persuasive type of communication.
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