Promoting effective use of e-resources using e-tools

Barbie E. Keiser

GHSLA 2011

Savannah, GA

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Agenda for YOUR workshop

Introductions Marketing challenges Types of libraries Positioning statement

E-resources and target user groups

Strategic approach Methodologies for

conducting needs assessments and audits Market Opportunity

Analysis

Beyond print: Mix of appropriate techniques and tools Training opportunities Web 2.0+ Gaming phenomenon Millennials +

Action plan development

3

For your consideration…

What we buy From whom Formats + modes of delivery

Value we add Content Format

How we reach our intended audiences Message + mode of delivery

How we measure our success

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What type of e-resources, e-products, and e-services do you make available to your organizations/institutions?

Electronic databases Electronic journals E-books Locally-hosted databases CD-Roms Online catalog Library website Library blogs and/or wikis Subject guides

Online tutorials Podcasts and/or webinars Digital collection of special

holdings of library/archive Current awareness service

(email delivery or RSS feed subscription)

Table of contents alerts Library e-newsletter Other?

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Think about any e-product/e-service available at your library. What was the impetus for its acquisition/creation?

Request by user Request by supervisor Request from senior management Request by funding agency Test “new” technology Other libraries offer the service Cheap/cheaper than alternatives Know that it’s needed Other?

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E-products and e-services…

Offer many benefits to libraries Timeliness of

information Self-service

opportunities Automation of

some routine staff activities

Pose several challenges Technology

available (hardware/software)

Budget outlays Security issues: IT

architecture vs. the cloud

Skills required

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Why are you marketing these e-resources?

What’s the purpose? What are you trying to achieve?

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Marketing is a strategic behavior

Evaluating how well you’ve done/are doing Adapting what works Using technology--- Website/wiki/blog, Intranet,

Social networking (Web 2.0) tools--- to do???? It’s where our users are/will be (continuum) Touchpoints and voice Where’s your WebApp?

Understanding what branding can do for your library/info center How to (effectively)

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Begin with your target audiences

A “build it and they will come” approach is not the way to go

Conduct a thorough information needs assessment Designing information e-products/e-services to

the needs of the marketplace Basing e-products/e-services on your library’s

ability to develop/sustain (audit) Market, using appropriate techniques based on

your understanding of your clients/environment/staff capabilities

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Issues driving the needs assessment

Your market has many groups, each with distinct needs Segment your market

Knowing your market is ongoing The library/librarian is no longer the

only gatekeeper of information Redefining the notion of “competition”

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Objectives of the needs assessment: To develop USEFUL information products

Advance the library strategically Maximize information use Minimize information costs Increase productivity Avoid duplication of effort

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What do (you think) users expect from your library/info center? Ask them!

A thorough information needs assessment

E-resources and tools that are appropriately marketed along with an education component

Measure not only results (outcomes) and the process (opportunities for improvement), but impact

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The needs assessment process

Begin by establishing that there is an information need

Estimate the size of the market for your potential e-product

Identify current and potential (future) competitors Porter’s Five Forces Leading edge or bleeding edge or time to lag behind?

Determine whether you can meet that need now (and what you will do if you cannot) Sustain/maintain that effort over time

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Audit and benchmarking

Review of existing marketing efforts

Redefining the competition Direct Indirect Potential Partners?

What works? Can you adopt/adapt?

What are they doing wrong? How will you avoid

these traps?

Analysis Porter’s Five Forces SWOT/TOWS

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Porter’s Five Forces: External competitive forces

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Five forces

Develop a competitor analysis Analyze barriers to entry Analyze substitute products Analyze supply chain Works best for industries that are well-

defined (few overlapping players) and relatively stable

Risk of failing to recognize indirect forces having an impact on an industry (A case for market analysis – PEST and STEEP)

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SWOT AnalysisStrengths

Weaknesses

Opportunities

Threats

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TOWS

An extension of the SWOT analysis Analyze the external environment (threats and

opportunities) and your internal environment (weaknesses and strengths) to help you think about the strategy of your organization Useful for marketing campaigns

Threats and opportunities External environmental factors over which you do not

have control (changing demographics) Weaknesses and strengths

Internal factors (poor location; bad reputation)

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TOWS Strategic Alternatives Matrix

External Opportunities (O)

1.

2.

3.

4.

External Threats (T)

1.

2.

3.

4.

Internal Strengths (S)

1.

2.

3.

4.

SO “Maxi-Maxi” StrategyStrategies that use strengths to maximize opportunities

ST “Maxi-Mini” StrategyStrategies that use strengths to minimize threats

Internal Weaknesses (W)

1.

2.

3.

4.

WO “Mini-Maxi” StrategyStrategies that minimize weaknesses by taking advantage of opportunities

WT “Mini-Mini” StrategyStrategies that minimize weaknesses and avoid threats

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Understanding your clients: How much do you know?

Who are they? Users vs. customers vs.

clients Current users and those who

should be but are not Biggest users (usage

patterns) Who ought to be priority

users? Info-intensive operations

What are their goals/objectives/strategies?

What are their driving forces? Critical success factors?

What barriers (to users) currently exist?

Why they need information What are they trying to

achieve? What type of information they

require How they will use that

information With whom they (typically)

share How do they relate to one

another? Information flow analysis

How do they prefer to work?

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Assessing the environment

What events may change the way the library performs?

Are there shifts in focus? Be prepared for change Be flexible

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Your e-products must…

Support/be aligned with the goals and objectives of the operating environment

Be targeted to the segments most critical to its success Do you know this?

Be compatible with its culture Information continuum

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Information hierarchy and continuum

Edifying Information

Enriching Information

Helping Information

Coping Information

Val

ue

Lower

Higher

Higher

Data Information Knowledge Intelligence Wisdom

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Differentiating…

What you buy from what you create Cost and value analyses

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One needs assessment process

Meet with a few strategically important groups

Interview individuals Two-on-one

Review results with your staff and identify opportunities

Reconvene focus group to review potential information product/service ideas

Begin planning for each new product/service identified

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Conduct the needs assessment to determine…

What does the group do? How well does it perform? What are its information needs? How does it obtain and use

information? What are the problem areas? Are there any opportunities?

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Characteristics of focus groups Less formal way of soliciting consumer

feedback on products and services than a survey

6-10 people + experienced facilitator/assistant Need for ground rules 1.5 hours + time for intros, so budget for 2

hours to accommodate late arrivals Record the session (permissions) Disadvantage: small sample, so composition is

key How you find those participants can influence the

validity of your analysis

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Focus group exercise

What do you think people expect from your library/info center?

Products available Service priorities

How do you measure up? Do people even know what you offer? Are you aware of what others

offer/use?

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Tips for conducting successful interviews and focus groups

Assure complete confidentiality; for example, notes are aggregated and no names ever given out

Distribute a set of questions that you may ask before, but do not slavishly go-through them all

Let participants talk, but facilitate the discussion If you need to “prime the pump”, refer to

observations (“we noticed …”) and ask for comments

Validate: Interesting, you are not the first to say so Use “others-find” technique (you too?) Be aware of interpersonal dynamics and politics Recognize that participants may not want to “look

bad” & may tailor comments to what they think is “correct”

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Examples

Insurance company interview questionnaire

NSLS focus group write-up

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Survey

Identify survey content, design survey, and coordinate Consortium’s review of draft survey

Identify survey pretest participants, complete survey pretest, and revise questionnaire

Determine how you will carry out the survey Options (tools and outsourcing)

and trade-offs Security & privacy issues Efforts to attain buy-in and

announce the survey

Pretest the Web-based survey

Host and monitor Web-based collection tools and systems

Monitor survey completion Reminders and follow-ups

with those who have difficulty Analyze data

Overall (Example) Type of library (Example) Portraits of _____ Library

(Example)

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Sample Announcement

Dear Colleague,

The XXX Library is surveying our members to evaluate the effectiveness of our communication efforts, including our e-Newsletter and Web site. This XXX Communications Audit is being conducted by an independent firm. Please visit <insert XXX survey URL> to take the survey.

This survey is one in a series of efforts geared toward improving and facilitating communication between NSLS and our member libraries, and among members themselves. The resulting analysis will enable us to assure that members receive the information, products, and services they need in a timely fashion and easy-to-use format.

Your input will help us reach you in more effective ways so that you receive the information you need in the most convenient way for you. Please take 15-20 minutes to respond to our survey at <insert XXX survey URL> . The deadline to completing the survey is <insert day and date>. As a way of saying thank you for your valued participation, XXX will have several drawings for valuable gift cards redeemable at local retail chain establishments.

<Insert link to Drawing Rules>

Know that your responses to this survey instrument will remain confidential; the  information provided will be reported only in aggregate form. If you have any questions about the survey, please contact:

<Insert full contact information for survey manager>

Sincerely yours,

<Insert Library manager’s name, title, and full contact information>

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When to use surveys and focus groups for information gathering

Use surveys when You need quantitative

estimates/confidence intervals

You have a clear idea as to the questions you want to ask (and how)

You have the time to develop and test the instrument, and analyze and present the results

Use focus group when You need insights;

quantitative estimates are less important

Statistical analysis is not a necessity

You want flexibility in pursuing issues discovered during your inquiry

Limited in terms of time and/or budget

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Characteristics of surveys

Success based on the length, knowledge of questioner (if telephone survey is used), and list

Important to pretest items/flow

Introduction to participate (why)

Intro to survey/Follow-up with non-respondents

Anonymity/confidentiality Response rate Incentives to complete Time

Timing of release Time required to

complete Decision to extend

Sampling Significance

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Tips for conducting effective surveys

Short - Fast – Easy – did I mention short! Clear, unambiguous (in terms of questions posed)

Ask only one question at a time Logical flow of survey sections Ranking of personal priorities (What means more to you?) Minimize the number of open-ended questions

http://www.qsrinternational.com/ Do you agree with these statements made by your peers? Lead with interesting questions, enticing people to respond Include quick demographic questions at the end to aid in

analysis

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More technical tips Limit the number of questions per screen, eliminating unnecessary

questions Ask only one question at a time Use graphics and matrix questions sparingly Reduce response errors by restricting response choices Don’t force responses

Always offer some form of “Don’t know/Not sure”-type option Make error/warning messages as specific as possible Provide easy Next/Previous buttons and progress indicator Allow respondents to stop in the middle and resume the survey Take advantage of the capabilities of being online (e.g., hypertexting;

color) Automate skip patterns Automatically validate input Track respondent behavior

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Objective website review

Review the website from a user’s perspective vis-à-vis stated goals

Analyze extant data (e.g. logfile data)

Evaluate navigation used

Examine usability/human factors

Assess the calls to action and flow of copy

Identify interactive techniques

Provide recommendations for: Navigation, technical, and

usability functions Marketing copy Interactive techniques Access to other

information systems and services

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“Usability-lite” testing of the website Does the website succeed in communicating

clearly? Are users having trouble? Usability-lite tests will help you determine:

Actuals / Optimals Drivers / Incentives Barriers / Potential solutions

A combination of telephone interviews (for pre-screening candidates) and in-person interviews in the participants’ normal work environment Ask participants to “think aloud” as they explore the

website Ask some follow-up questions

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Tips for conducting the on-site portion of a Web usability test

Explain that the findings from the evaluation will be used "for good purpose”

Explain that you will be collecting data by taking written notes

Stress that the website is being tested - they aren't

Remind interviewees to articulate their thoughts Stay neutral Help users in distress Ask if they have any questions before the

interview begins Personae and scenario task scorecard (NSLS)

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The opportunity

Find out what kinds of information want and need, and then deliver it Expectations are changing; find a

model/”exemplary practices” Concentrate on providing information

services that your clients need, or think they need---information which will make a difference

Understand where e-resources fit the bill

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The challenge of the information audit: Know thyself

Issues driving the information audit Are you providing the right products,

given your resources? To the most strategically important groups?

Are they the best, given your capabilities?

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Where to begin with your audit

Review the library’s vision, mission, goals, and overall objectives in relation to your organization’s Example

What are the library’s critical success factors (CSFs)? Definition

Can you measure the library’s performance? Individual products/services

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The library’s resources

Budget analysis The collection(s)

E-products/e-services Your staff

Job descriptions Performance evaluations/talent

assessments

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A tough competitor learns what its customers need

Take a business that you are good at and find new customers for it

Devise related products/services and market to your existing customer base

Identify new clients and the e-products/services that would attract them to your library/information center

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The gameplan

Maximize ROE Enhance assets Optimize capital Manage risk Market Control costs Maximize efficiency

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Optimizing resources

Understand the differences between cost and expense Control costs and optimize expenditures

Maximize efficiency Optimize technology & people Minimize bureaucracy

Have the ability to move modularly and quickly

Educate

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Budget analysis

Broken down by e-product and client/target market grouping

What does this tell you? The greater the budget detail, the easier it will be to

demonstrate worth to management Know who controls the purse strings

CSFs and lingo Include these stakeholders in your needs assessment

process! Example budget Redefine “fixed costs”

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Review your e-product line

What does the library offer? Purchased vs. produced

in-house What is a “new” product? Relationship among the

products/services Integrated product line CAUS

Do you have a flow of new products in the pipeline? Stepped approach to

product development/ release

Who uses each service? How often? How much do they cost? Are your e-products

consistent with your customers’ current and future needs?

Are these e-products strategically significant? Is the library servicing the

most important markets? Are you defining the library

in terms of the markets’ needs?

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E-product target summary

Reliance on information

Strategic impact of market segments

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Matrix of e-products and services offered by your library

Product name Description Groups using Frequency of use Initial date Modified? Methods to market

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Staffing issues, as they relate to e-products/e-services

Create a team of players with a variety of skill sets Analyze how your staff currently spends its time

(activities, tasks, results, outcomes, products, customers)

Make appropriate “outsourcing” decisions Can you avail yourself of the expertise of others?

Foster a learning environment Learning opportunities Job sharing and job shadowing programs Mentoring programs

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Top 10 human resources priorities for dealing with e-resources: How to rationalize the skill sets of your staff Define skill requirements for the future environment Motivate employees to want to learn new things, take on new

tasks Prepare strategy to transfer certain tasks to the user Emphasize creativity and innovation Develop better measures of performance Invest in personnel with strong(er) business orientation Encourage managers to be business persons rather than

technologists Provide training in communication and behavioral skills Retrain personnel in new technical skills Recruit technical specialists

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The purpose of a job description is…

Distinguish a particular job from all others

To clarify organizational relationships and responsibilities What one is expected to accomplish Degree of authority one has The impact one makes on the

organization (as an indicator of job worth)

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Elements of a job description

Provide quantitative measures of the position

Identify key relationships Identify any special or unusual working

conditions Use key business phrases Include a marketing component

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Rename your performance evaluation: Talent assessment?

Indicate how well the person understands various aspects of the job

Assess the individual’s interpersonal relationship

Note any contributions made which were clearly beyond the scope of the position

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Assess your staff…

On the quality of the work they do The quantity of their output The impact they have in enabling

others to do their work Including their contribution to

marketing efforts (particularly of products/services from outside their area)

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Assess the strengths and weaknesses of each employee

Take a 360º approach to performance appraisal/talent assessment

Use the process as a means of assessing development needs (as opposed to telling staff what they are doing wrong) Make recommendations as to what the

employee can work on in coming months Consider how you will support their Individual

Development Plan Give some indication of the employee’s

potential for promotion

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Value and manpower analysis

For each of the library’s objectives, indicate what is done to accomplish it

List products or services resulting from each activity, and estimate staff time required to produce each

Take the total library budget and multiply by the percent of time devoted to it by your entire staff

Use the results of this manpower analysis to determine how much it costs to provide each service

What next? You want more than simply “You sure look busy” and “We

like you”

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Challenge of the Market Opportunity Analysis

Identify and analyze market opportunities which exist

Match the talent to the initiative Find a need and satisfy it

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Key questions to answer

What needs are not being satisfied with the library’s current products? Does an e-product exist that could meet these

needs? Could one be developed in-house?

Is the library targeting all potential clients of its existing e-products? If not, do you understand why?

How effectively in the library targeting those who have a particular appreciation for the value of information?

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Gap analysis (between what is needed and what is available)

Determine what new e-products need to be developed

Determine how existing e-products can be modified to better serve a market need/wider audience

Evaluate which existing e-products should be modified/eliminated

Determine how your library’s structure might be reoriented to better serve your community (through e-service)

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Developing new e-products and e-services for your marketplace

What is a new product? Set priorities as to the market segments you want to

go after Group current user segments according to their

needs Integrate your products vertically (by offering a

range of complementary products to specific user segments) Step approach

Extend your products by marketing them horizontally to other groups within your community What would it take to modify the product/service to make it

attractive for this new group?

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Market Opportunity Analysis checklist Have you set/aligned the library’s priorities in terms

of your organization’s? Are you being flexible, showing your customers a

willingness to tailor your services to their needs? Have you designed the library’s services with a

sensitivity to the pressures under which your clients work?

Can you recommend ways in which your organization can make better, more productive use of the information to which it already has access?

Have you developed the library’s products and services to complement the information resources that currently exist within the organization?

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Market Opportunity Analysis checklist (cont’d) Have you assess the existing policies,

procedures and practices governing the management and use of information throughout the organization?

Have you determined the future direction of the organization/institution as a whole, as well as individual market segments?

Have you set targets for “selling” your products

Have you developed an adequate and efficient strategy to support each product and service you have developed?

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The opportunity

Don’t be bound by preconceived notions of what the library can offer

Broaden the base of e-products and e-services offered by the library

Expand the user base (strategically)

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The marketing mix

The challenge is to use the right blend of techniques Do you know what marketing is (and how

it differs from promotion)? Are you aware of the marketing

techniques available to you? Can you mix and match techniques? What difference does “online” make?

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An organization’s ability to produce customer satisfaction depends on its marketing strategy

So, what is marketing? Strategic behavior Anticipate and satisfy needs Facilitates exchange

Know me, like me, trust me

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How are the 4 P’s affected by online?

Product: What are the benefits of this product to its users?

Place: What can be done to make it more accessible?

Price: How much should it cost? Should it be free?

Promotion: How can its visibility be increased?

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E-product decisions

Isolate the core benefits Formal product (tangible – book) Core product (what is really being bought is

knowledge) Augmented product (e.g., quick and easy

access to information) System product (add-ons and extras)

Express in terms of your entire product line Branding

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Product life cycle (and what technology doing to change it)

Time

Usa

ge

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How does Web 2.0 shift the product lifecycle?

Time

Usa

ge

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A range of integrated products/services

How do your e-products relate to one another? To non-electronic products/services you offer?

Do they make sense to your clients? Can you support their production over

time? Do they help you attain economies of

scale?

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Place decisions relate to distribution

Availability and accessibility

Location, location, location Portals to the world of

______ Information kiosks Mobile delivery Social networking tools

Environment Time Location Size Facilities

Physical Virtual

Delivery Telecommunications

Skinny versions Electronics Summaries/full-text Online, email alerts,

browsers, readers Marketing

Events Virtual

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Pricing decisions

Complex and delicate task Related to the goals and objectives of the library

Profit Cost recovery Free

There are no hard and fast rules for pricing: The final price is a marketing decision Competition Price/value Price/demand

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Options for pricing

What are the pricing approaches available to you?

Which should you choose? How can you remain competitive?

Cost vs. value-based pricing decisions

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Basic pricing approaches

Product or service is free or low-cost Premium-priced product or service Flat fee or buffet (all you can eat for

one price) Experimental pricing

Source: Arnold Information Technology, April 23, 1995

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Which approach is right for you? What is the objective of the pricing

policy for each particular product? How will the price be maintained over

time? How will you change prices over time? What are the risks involved in changing

pricing? How competitive do you want/need to

be?Source: Arnold Information Technology, April 23, 1995

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Free or low-cost product or service

Objective: Build large installed base Revenue: Hinges on volume sales and

renewals Risk: Attrition will take place faster

than new sales Example

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Premium-priced product of service

Objective: Focus on small, lucrative market niches

Revenue: Hinges upon making key sales in that segment

Risk: Product attacked by low-cost competitor

Example

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Flat fee or buffet

Objective: Build habitual users who react to novelty or convenience of service

Revenue: Large installed base of customers with a keen desire for a specific type of product or service

Risk: User habits change because novelty wears off

Example

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Experimental pricing

Objective: Learn Revenue: Incidental to building

knowledge Risk: Market rejects product or service

at any price Example

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Determining what to charge

Based on your objectives What the market will bear Undercutting the competition (without

losing your shirt) Charge for the value, not the activity Sell your “research method”

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Understanding that for which you can charge

Products you create, not purchase Intellectual input Time Packaging/repackaging to add-value Customization Professional-looking product Client culture-dependent

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Tips for setting fees

Conduct preliminary searches Estimate hours required to complete

each phase/task Know how much money you need Boilerplate your proposals Obtain signatures on contracts

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Automating the chargeback process

Procedure Mechanism Software Items to chargeback

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Charging back

Recovering costs Making a profit How much? How easy?

For your clients For your staff

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Subscription-based services

The positives The negatives The “how to”

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Transaction-based fees

Accounting requirements How easy?

For your clients For your staff

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Forms of payment

Pay as you go (transaction-based)

Up-front payment Subscription

Currency exchange rates

Online clearinghouses

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Hypothetical case study: Electronic clipping service

The pricing question Main pricing concerns

Complexity Cost Budgetable Effect on your other services

Online pricing options

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What is the primary method you use to market your library’s e-resources?

Library Website E-newsletter Blog/wiki Flyer posted in library/around

campus/throughout organization Presentations at group meetings Mention during other product training

sessions Other?

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Promotion decisions are concerned with the organization’s combined efforts to communicate with its markets

Advertising Personal selling Sales promotion Publicity and public relations Culture

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Consistent message: What makes a message memorable?

What message do you want to communicate for what kind of response? What are you promoting (in terms of the core

product)? Why are you promoting? To whom are you promoting? What method is most effective?

What best suits your needs and those of your clients?

Let the WHY dictate the rest How important is brand recognition?

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Advantages today are more than two-way calibrations: Communication & collaboration

How do users view the library today? What do users want/expect? The danger of underestimating the importance of

the online experience Key networkers

Multi-way media: Are you a dinosaur or a ??? Demand for speed and a presence in 24/7 communities

Be recognized as the gate opener, not the gatekeeper (Seth Godin)

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Website 2.0: It’s the experience, stupid!

Subject/Internet guides Videos and tutorials Prominence of placement Usability (from the users’ standpoint – What do they want to

do?) Counters and analysis of webstats Search engine optimization Ease of use from all locations Online customer service (e.g., IM) Sharing your favorites

Del.icio.us (http://eprints.rclis.org/archive/00013233/01/BCLA2008_ItsDelicious.pdf)

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And let’s not forget…

OPAC enhancements that engage users Options for presenting search result lists Wiki vs. blog? Reference availability through IM chat or SMS/texting

“Ask A Librarian” 24/7? Mobile phone/PDA/e-book readers Personalized circulation, ILL/DD and reserve notifications E-newsletter Twittering news Podcasts, vodcasts and webinars

Online training tutorials (http://www.screencast.com/users/ants) RSS feeds Communities of Practice (COPs) Visualization tools Tutorials Dashboards

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What is Your Ranking vs. Your Competition? Do you look at web metric reports?

Alexa, Compete, Google Adwords Keyword Tool (

https://adwords.google.com/select/KeywordToolExternal) Social Network Sites Mentions in newspapers that highlight current

information on your site and are picked up by web search engine spiders

Getting reputable organizations, with sites recognized as such by the search engines, mention you/link to you

Awards and mentions on lists of “the best site for…” Discussions on blogs or mentions in e-newsletters,

particularly those with influence

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Engaging your users

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Marketing literature (collateral) and e-marketing techniques

Brochures Catalogs

Master brochure Fact sheets

Toggle online to how to guides

Size Copywriting

Print vs. web Power words

Logo and graphics Copyright Color

Shifting online MULTI-media Technology and tools

Skills In/out-of-network Add-on extras

Frequency of delivery Having something to say Personalization/

customization Nature of authority and

referral

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Transforming traditional (print-based) marketing collateral to the online environment?

Brochures PDF the original Essence becomes the

HTML version Catalogs

Master brochure becomes your portal

Fact sheets Toggle online to how to

guides, with handy 2-page printable version

Size Density of site Browser-ready Telecom issues

(graphics) Font & point size

Copywriting Print vs. web Power words

Logo and graphics Copyright Color Using online tools

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What marketing collateral should…

Describe your services Give pricing information

If applicable Free

Tell clients how your products and services are delivered or accessible

Convey confidence in the expertise and reliability of staff (background info)

Emphasize the benefits and advantages to the client, not the products’ features Solutions! 50-55% of copy Writing for the Web/mobile devices

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Key questions

What is it? Facts

What will it do for me? Benefits sell: Stress the benefits

Why should I believe it? Testimonials support benefit claims

Who?

Which words to use?

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The e-promotional arsenal

Advertising informs and sells Google ad words Vendor advertising SEO

Sales promotion Short-run inducements supplement advertising Smart coupons?

Public relations is a planned effort to shape attitudes and behavior E-press broadcast Diggs and tweets SEM Social networking aspect Viral marketing effect

Effects of the Search Engine Presenting search results

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Advertising

Creates awareness Serves as a

reminder Pre-sells ideas Can (sometimes)

eliminate dissatisfaction

Ads in (paid) media Direct mail/e-mail Newsletters and e-

newsletters Posters Unexpected places Web sites and

strategies for 2.0 Google ads

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Branding

A range of inter-related products With a similar “look-and-feel” Logos and fonts employed The message

Tag lines

106

Color does more than add effect

Favorite colors of adults from those preferred by children Hues Warm vs. cool Vivid/strong Deep-toned Second colors

Color-blindedness Culture Dithering Monitor quality

affects what’s seen

107

Sales promotion

Short-run inducements to supplement advertising Attracts new users Penetrates new

markets

Contests Give aways Discounts Coupons Free trials Training sessions

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Public relations campaigns

Creates interest Builds user

acceptance Pre-sell ideas

Develops goodwill Provides wide

exposure

News releases: How important are they today? Do not forget elements Example

E-newsletters Media kits Speeches and

presentations Articles Events “Customer of the month”

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Personality personality (and learning) styles

Four primary dimensions Dominance Influence Steadiness Conscientiousness

Myers-Briggs Learning and working styles

Generational, without generalizations

Howard Gardner’s Multiple Intelligences

Bloom’s Taxonomy of Learning Domains

Communicating social style preferences Direct answers (short and

concise) Entertaining, friendly,

emotional Cooperative, patient, and

amiable Sensitive, focus on detail

Liz Blankson-Hemans, Dialog-Proquest

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Planning is the key to any promotional campaign

Goals Audiences Key messages Strategies Partners

Storytelling What makes a

good story? How can you

capture/share these stories?

@ Your Library Toolkit (ARL/ALA)

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Winning marketing strategies

Develop products ideally suited to the information needs of your clients

Tailor your products to fit your clients

Target marketing Conduit marketing Electronic delivery Cross marketing

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Marketing checklist Define your target market Clear service or product with benefits to the

client Be sure that the service has a unique selling

point Ensure a professional image Be aware of the importance of established

clients Build in consistent communication with

established and potential clients

113

Marketing checklist (cont’d) Establish quality procedures Create professional and appropriate

promotional literature Target promotional activities carefully Monitor quality of work and satisfaction

of clients by building in feedback loops (product/service)

Monitor the success rate of marketing activities

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There’s power in social networking tools and Web 2.0

What are we talking about? How are they used? When to use which?

Going where your users are

Understanding how “they” work

Word-of-mouth marketing in a 2.0 world Community marketing Viral marketing

techniques and consequences

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Collaborative approaches and building community Google Docs (http://docs.google.com) Slideshare.net (

http://www.slideshare.net/group/tttworkshops/slideshows) Socialcast.com (Free trial) Tagging and social bookmarking

Connotea.org Delicious Furl.net is now diigo.com

Ning communities (Law Libraries and Librarians http://lawlibraries.ning.com/)

Facebook (http://www.facebook.com/pages/Houston-TX/LSC-North-Harris-Library/75136419361)

Second Life Digitization projects Movie maker Reference (http://ask.highlands.edu/)

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When do I use a blog and when a wiki? Forum or Bulletin Board Discussion Group is

most suitable for Q&A Wiki is most suitable for loosely controlled,

easy Web collaboration or highly collaborative information gathering. Editing by anyone allowed access.

Blog/Weblog is personal comment (diary) made available for others to comment in public (vs. CMS which has highly controlled authoring and organized information distribution) Book/video/website reviews by clients

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Examples of library use

Blogs Best of the Web Blog Directory (

http://blogs.botw.org/Reference/Libraries) Search Library Blogs on LISZen.com Alternative Teen Services (http://yalibrarian.com/) Senior Friendly Libraries (

http://seniorfriendlylibraries.blogspot.com/) University of Virginia Library blog (

http://uvalibwebdev.wordpress.com) Linda Hall Library (

http://linda-hall-library.blogspot.com) NYU Bobst Library (http://liblink.wordpress.com/) Newman Library at Baruch College (

http://referencenewman.blogspot.com) UK library blogs (http://uklibraryblogs.pbwiki.com/) Stark County Law Library (

http://www.starklawlibrary.org/temp/blog/index.html) Special Library Blogs (

http://www.blogwithoutalibrary.net/links/index.php?title=Special_libraries)

Georgia State University library (http://www.library.gsu.edu/news/index.asp)

Biz Ref Desk (http://www.bizrefdesk.blogspot.com/)

Wikis How libraries can use wikis with their

patrons (http://www.libsuccess.org/index.php?title=How_Libraries_Can_Use)

Blogging Libraries Wiki (http://www.blogwithoutalibrary.net/links/index.php?title=Welcome_to_the_Blogging_Libraries_Wiki)

Antioch University Library Training and Support Wiki (http://www.seedwiki.com/wiki/antioch_university_new_england_library_staff_training_and_support_wiki/)

Ohio University Libraries Biz WIki (http://www.library.ohiou.edu/subjects/bizwiki/index.php/Main_Page)

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E-newsletters Consider whether you want to

manage your e-newsletter in-house or outsource it List management and

broadcasting options Content

Clean and maintain your lists Test your emails before you send

them out! Make the sign-up process easy Decide which is most appropriate for

the target audience: Opt-in or opt-out Offer both HTML and text-only

options (images disabled) Include an “Unsubscribe” link at the

end of every issue Provide a printable/downloadable

PDF e-newsletter option from your website

Make sure that the e-newsletter has a consistent look-and-feel

Make the Subject line relevant to the user and place call-to-actions at top right

Offer headlines, first paragraph, or preview panes

Authenticate delivery, positive flags, not filtered, open

Analyze opening days of week and times of day

Consider where readers will land if they click on a link

Make it easy for readers to print or share with colleagues (community)

Provide opportunities for reader feedback

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Podcasts, online tutorials, and webinars

What are they? How can I find one? How can I create one? The Podcast Network

(http://www.thepodcastnetwork.com) Examples of podcasts

Online training tutorials (http://www.screencast.com/users/ants)

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Finding podcasts

Odeo.com Podfeed.net Podcasting Station

(http://www.podcasting-station.com/categories.php)

Podcast Directory Podcast.net Digital Podcast Podscope Podanza.com

Everyzing (formerly Podzinger)

Feedster (http://podcasts.feedster.com)

Podcast Pup Every Podcast SpeakWire Podcasts.Yahoo.com Casting Words Blabline Blinkx (video)

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Creating podcasts The Ultimate Guide to Podcasting

(http://www.cumbrowski.com/podcastingguide.asp)

Podcasting “how to” guides (http://groups.yahoo.com/group/Net-Gold/message/14793)

Podcastercon.org’s “UnConference” Podcasting made easy

(http://campustechnology.com/articles/40978/)

How to make a podcast (http://www.gsnyder.libsyn.com/index.php?post_id=209540)

How to podcast (http://www.makeuseof.com/tag/make-use-of-podcast-43-how-to-podcast/ and http://www.makeuseof.com/tag/make-use-of-podcast-45-how-to-podcast-pt-ii/)

Transcription service $ (http://castingwords.com/)

EKU Library Learning 2.0 (http://ekulibrarylearning.blogspot.com/2007_08_01_archive.html)

Create podcasts using your PC (http://www.windowsdevcenter.com/pub/a/windows/2005/04/05/create_podcasts_with_pc.html)

Podcasting for information literacy (http://209.85.165.104/custom?q=cache:HRxpNy-GR48J:www.ifla.org/IV/ifla73/papers/133-LeeRoberts-en.pdf+information+literacy&hl=en&ct=clnk&cd=4&gl=us)

Podcasting Equipment Guide 2009 (http://hivelogic.com/articles/podcasting-equipment-guide-2009/)

dotSub

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Examples of podcasts Libraries launch academic podcasting

(http://www.stjohns.edu/academics/libraries/podcast.sju) IWR (http://www.online-information.co.uk/online07/pod_list.shtml?

press_id=13980) Talking with Talis (http://talk.talis.com) The Law Librarian (http://www.blogtalkradio.com/thelawlibrarian) Elihu Burritt Library (http://library.ccsu.edu/about/podcasts/index.php) Johns Hopkins Medical Podcasts

(http://www.hopkinsmedicine.org/mediaII/Podcasts.html) Edelman (http://www.edelman.com/podcasts/) Records Management

(http://nuweb.northumbria.ac.uk/ceis_podcasts/index.php) Top 25 hits (http://www.podcastingnews.com/forum/links_tophits.htm) SoundPractice.net

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Models for online tutorials ($) Viewlet Builder

(http://www.qarbon.com/presentation-software/viewletbuilder5/) or (http://www.p4you.co.uk/products.asp)

DemoCreator (http://www.sameshow.com/demo-creator.html) Demofuse (http://www.demofuse.com/) Adobe Captivate (http://www.adobe.com/Products/Captivate) Camstudio (http://camstudio.org) free streaming video software

Splashcast/Camstudio mashup (http://danielrhood.com/2007/10/22/splashcastcamstudio-mashup/)

Voicethread Audacity (http://audacity.sourceforge.net/) Wink (http://www.debugmode.com/wink/) Screentoaster FireShot ScreenShot Studio (http://screenshot-program.com) Screenr.com

124

MySpace, Flickr and Twitter

Spirit of community Communities of Practice (COPs) LinkedIn

Second Life Slideshare Dealing with Facebook fatigue

125

IM and mobile devices

Reference assistance Overdue book notification Audio tours of the library Text message announcements of library

events ‘Tip of the day’ Polls Coupons for library promotional freebies Wallpaper

126

Community and viral marketing tips

Provide a great service Offer access to tools that help users spread

the word Create humorous, but informative videos

that leave the viewer wanting to learn more Create and support user groups Facilitate communication within groups Don’t just observe (lurk): Participate! Communities of Practice (COPs)

127

Event planning and giveaways (beyond bookmarks)

In the library Virtual scavenger and

treasure hunts Community events Media events ALA Communications

Handbook for Libraries (2004)

Go where your users go

Make communication convenient, not compulsory

Respect people’s privacy and social space

UKSG 2007 annual conference

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RSS Feeds

RSS in Plain English (http://www.commoncraft.com/rss_plain_english)

RSS Feeds – Key Skills (http://library.christchurch.org.nz/Learning/KeySkills/RSS/)

LibWorm for staff development (http://www.libworm.com/rss/librarianqueries.php)

Law Journal Feeds (http://law.wlu.edu/library/feeds/) Using FeedforAll, RSSPublisher, or Google’s Feedburner

to publish RSS Feeds (and podcasts)

129

Types of plans/planning

Strategic Annual Operating Marketing

Communications Action

Time horizon Format Audience Level of detail Relationship

among them all

130

The marketing plan: Chart a course to success

What are the components of a marketing plan?

Do you have a model to follow? Format is less important than content

Does your plan agree with current stakeholder expectations?

131

A strategic tool

Analysis Objectives Action

Plan the work and work the plan

132

Elements of a marketing plan

Management summary Market Trend analysis Competition Existing challenges and opportunities Goals and objectives Functional action plans

133

Communication Plan

Goals: What do you want to happen? Objectives: What will be accomplished? Positioning statement: How do you want your

library/info center to be perceived? Key message(s): What is the most important

message you wish to deliver? Target audiences: Who needs to hear the

message (inside and out)? Strategies: How will you deliver the message? Evaluation measures: How will you know you

succeeded?

134

What must be done to reach the goals and objectives set for each product/service?

Articulate the marketing mix Include a schedule for completion of

each activity (milestones) Assign staff responsibilities and budget

for each activity

135

How will you know when it works? Measurement.

Library-centered Institution-centered User/client-

centered (Other)

Stakeholder-centered

Process responsiveness

Process input quality

Productivity measures

136

Marketing Campaign Design Worksheet (ACRL)

Needs & Benefits Messages

Platforms & Vehicles

Frequency & Strategy

Personnel & Dates Measures

137

Getting plan approval (buy-in)

Build rapport with all stakeholders and maximize their involvement in product/service development (including staff) Don’t ignore objections Keep everyone in the loop throughout the development

and launch cycle Do your homework

Know the personality styles of your stakeholders and which approaches are likely to work

Allow sufficient time to write the plan Keep everyone informed

138

Evaluating your products and your marketing plan/efforts

The challenge: Get feedback To ensure success, make changes!

139

Issues

What do you achieve through evaluation?

Do you know and use various ways to evaluate your products and services?

140

The evaluation process

An ongoing activity A validation of your accomplishments A way to determine how well your

products/plans are working A process to spark change

141

A successful evaluation

How well have products contributed to the library’s objectives?

How well have products met customers’ needs? (Refer back to your Needs Assessment)

Establish your budget objectives: How much is the product worth to you? How much does it cost? What is the impact of each product/service on your

operations? Establish client objectives: How many customers

are needed to justify a product? What changes are necessary? New groups to target?

Timetable? Responsibilities?

142

Characteristics of effective evaluation

Evaluates each product independently Has structure Identifies internal & external forces Determines CSFs for each product Commits adequate resources to the process Allows sufficient time for evaluation Fosters cooperation between staff & clients Involves many groups

143

How to get started

Establish criteria Design surveys & questionnaires Assemble client lists Obtain feedback from key clients Compile measurable data on expenses &

revenues Ask staff and superiors for feedback

What do they recommend you do? Vendors can also play a valuable role

144

Questions to pose concerning facts

Why should I believe it? Does the claim need evidence to

support it? If there is evidence provided, how

good is the evidence? Other plausible interpretations? What reasonable alternative

conclusions are possible?

145

Four basic approaches

Top-down Bottom-up Interactive (negotiated)

Wider range, including outsiders Objective (factual data)

146

Role of feedback in evaluation

Helps evaluate effectiveness Provides a framework for modification Helps distinguish fact from fiction Communicates a serious image

147

Ways to obtain feedback

Take into account corporate culture

Be sensitive to individual preferences

Formal techniques Evaluation forms Questionnaires/surveys Personal interviews Focus groups

Informal techniques Budget data Meeting notes Usage logs Conversations with clients Letters of

recommendation Memoranda of praise or

complaint

148

Tips for obtaining feedback

Compel the client to complete evaluation forms

Distribute evaluation forms with your product

Ask for a response in person

149

Continuing forward

Summarize the evaluation, determine necessary changes

Estimate cost of changes; establish timetable for implementation

Discuss proposed changes with staff, clients & superiors

Implement most effective changes

150

When your plan fails to deliver

Reassess actual clients vs. target market Reevaluate how the product was managed

Are changes indicated? Compile a list of alternatives Discuss possible changes with staff &

clients Develop & implement appropriate action

steps for integrating changes Set a new timetable for re-evaluation

151

Some common problems

The evaluation is not an end in itself: The process must result in an action by the library

The evaluation process is too complex Surprising customers with a change in

service

152

Defining success

Meeting objectives Creating a market presence

Standing in the community Prestige

Expanding markets (and market share) Financial expectations

Not necessarily for profit Cost recovery Breakeven

153

Defining success: An information context

Financial issues Private sector Public sector

Peer evaluation Standing within the information

industry

154

Proven techniques for creating client satisfaction

Motivated staff, trained and empowered to solve clients’ problems

Management commitment Client focus Client requirements known Friendly systems Make sure clients know that you

appreciate their “business”

155

Measure…

Focus of your efforts Flexibility of your staff Competitive nature of your operations Consistency of processes with stated

objectives and goals

156

Measuring success

Understanding business objectives Cutting unnecessary work Continuous improvement Eliminating waste Empowering the worker Learning from others Experiencing your services from the client’s

point of view Creating value for the client

157

Presenting outcomes, results, progress, and impact

Speak the language of your clients Know what they measure (and methods

used) Connect the dots Link to the university’s goals/strategies Use competitive information effectively Wrap it all up in a pretty picture

Source: Dow Jones

158

The 5 A’s

Ambition Assertiveness Aggressiveness Appearance Attitude

Corilee Christou, Lexis/Nexis

159

Key factors for success

Skills and quality of staff Appropriate marketing Proactivity Creativity Strategy for pricing Projecting the image of credibility Understanding the legal framework Joint forces

160

Winning strategies for libraries

Understanding the competitive ladder Making quality your product Getting the most from your people Defining product Growing your business

161

Comments? Questions? Suggestions?

Thank you!

Barbie E. Keiser

Barbie.Keiser@gmail.com

bkeiser1@jhu.edu