a training programme on information and communication technology, module 7: library manage

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TH/2007/CI/001

Empowering Information Professionals:

A Training Programme on Information and

Communication Technology

This training programme is intended for people working in libraries and information

centers. The nine-module programme aims to provide them with the knowledge and skills

they need to deal with the application of ICTs in library and information services. It is

also intended for students and teachers of Library and Information Science.

The package was developed by the UNESCO Asia and Pacific Regional Office with

funding from the Japanese Fund in Trust for Communication and Information.

The nine modules are:

• Module 1 - Introduction to Information and Communication Technologies

• Module 2 - Introduction to Library Automation

• Module 3 - Information Seeking in an Electronic Environment

• Module 4 – Creation and Management of Databases Using CDS/ISIS

• Module 5 - The Internet as an Information Resource

• Module 6 - Web Page Concept and Design: Getting a Web Page Up and Running

• Module 7 - Library Management and Promotion

• Module 8 - Digital Libraries and Open Access

• Module 9 - Intellectual Property Rights in the Digital Age

All the Modules have a Teacher's Guide and a Student’s Text.

Empowering Information Professionals: A TrainingProgramme on Information and Communication

Technology

Module 7Library Management and Promotion

Teacher’s Guide

UNESCO

Empowering Information Professionals: A Training Programme on Informationand Communication Technology. Module 7: Library Management and Promotion.Teacher’s Guide. – Edited by Andrew Large. Bangkok: UNESCO Bangkok, 2007.

1. Library Management. 2. Marketing. I. Large, Andrew, Editor. II. UNESCOBangkok. III. Japanese Funds-in-Trust. IV. Title.

Disclaimer

The designations employed and the presentation of material throughout this publicationdo not imply the expression of any opinion whatsoever on the part of UNESCO or theJapanese Funds-in-Trust concerning the legal status of any country, territory, city orarea, or of its authorities or concerning the delimitation of its frontiers or boundaries.

The author is responsible for the choice and the presentation of the facts contained inthis book and for the opinions expressed therein, which are not necessarily those ofUNESCO or the Japanese Funds-in-Trust, and do not commit either organization.

This publication was authored by Lourdes T. David in consultation with theCommunication and Information Unit, UNESCO Bangkok.

Chief Editor: Caroline HaddadEditor: Andrew Large

ISBN 92-9223-097-2

Module 7: Library Management and Promotion

Table of Contents

Page

General Guidelines ............................................................................................... 1

Introductory Note ......................................................................................... 1

Rationale ....................................................................................................... 1

Content of the Training Programme ............................................................ 2

Prerequisites ................................................................................................. 3

Materials and Equipment ............................................................................. 3

Teaching Tips................................................................................................ 4

Evaluation ..................................................................................................... 4

Typographical Conventions ......................................................................... 5

Overview ................................................................................................................ 6

Learning Outcomes ...................................................................................... 6

Schedule........................................................................................................ 6

Module Outline............................................................................................. 7

Grading Policy .............................................................................................. 7

List of Activities ........................................................................................... 8

Assessment ................................................................................................... 9

Reading/Reference List ................................................................................ 10

Glossary ........................................................................................................ 13

The Lessons ........................................................................................................... 17

Lesson 1: Introduction to Library Management ......................................... 17

Lesson 2: Introduction to Strategic Library Management ......................... 20

Lesson 3: Introduction to Marketing and Promotion ................................. 36

Evaluation ............................................................................................................. 47

Acknowledgements

The Communication and Information (CI) Unit, UNESCO Bangkok wishes to thankthe following individuals for their contribution to Empowering Information Professionals:A Training Programme on Information and Communication Technology:

� Ms. Lourdes T. David, Director, Rizal Library, Ateneo de Manila University, thePhilippines, has developed the module.

� Dr. Andrew Large, CN-Pratt-Grinstad Professor of Information Studies at McGillUniversity, Montreal, Canada, has edited the module.

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Teacher’s Guide

Empowering Information Professionals: A TrainingProgramme on Information and Communication

Technology

General Guidelines

Introductory NoteLibrary schools are now changing their curricula to produce graduates who are preparedfor the changing service requirements that libraries offer. The majority of practitioners,however, graduated before the advent of the Information Age or studied in schools thatdid not teach information and communication technologies (ICTs) for various reasons.This group of practitioners is now finding itself unprepared for the new demands of theprofession. “Empowering Information Professionals: A Training Programme on Informationand Communication Technology” this identified need.

People working in libraries and information centres are the primary target group of thistraining programmes. It is intended to provide them with the knowledge and skills todeal with the application of ICTs to library and information services. It is also intendedfor use by teachers of students in library schools and by library and information centrepersonnel. The Package has been developed by the UNESCO Asia and Pacific RegionalOffice with funding from the Japanese Funds-in-Trust for Communication and Information.

RationaleIn 1961, Marion Harper Jr. wrote, “To manage a business well is to manage its future;and to manage the future is to manage information.”1 Less than 25 years later, JohnNaisbitt, in discussing ten megatrends that were happening in the US, said “None ismore subtle, yet more explosive, I think than this first, the megashift from an industrialto an information society.”2 According to Naisbitt, “In 1950, only 17 percent of usworked in information jobs. Now more than 60 percent of us work with information asprogrammers, teachers, clerks, secretaries, accountants, stock brokers, managers,insurance people, bureaucrats, lawyers, bankers and technicians.”3 He groups librariansamong professional workers who “are almost all information workers…”

As society moves forward in using information to improve the quality of life, it is criticalthat the professionals in charge of creating, collecting, communicating, and consolidating

1 As cited in: Naisbitt, John. Megatrends: Ten New Directions Transforming Our Lives. New York, N.Y.: WarnerBooks, 1982, p. 11.

2 Ibid, p. 14.3 Ibid, p. 15.

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Library Management and Promotion

information are knowledgeable and skilled in using technologies that make these activitiesmore efficient. Librarians and other information professionals have a unique role ineducation and society. They are responsible for providing citizens with equal access toinformation and for preserving knowledge for the next generation. Traditional librarieswill stand the test of time, but ICTs also have brought about a transition from analog todigital forms of information creation and delivery. Thus, the information age is alsocalled the “digital age,” and the society is called an “information society” that ischaracterized by ICTs and information-literate individuals who demand fast and efficient24 × 7 access to information.

Content of the Training ProgrammeThe Training Programme contains nine modules:

� Module 1 – Introduction to Information and Communication Technologies

� Module 2 – Introduction to Library Automation

� Module 3 – Information Seeking in an Electronic Environment

� Module 4 – Creation and Management of Databases Using CDS/ISIS

� Module 5 – The Internet as an Information Resource

� Module 6 – Web Page Concept and Design: Getting a Web Page Up and Running

� Module 7 – Library Management and Promotion

� Module 8 – Digital Libraries and Open Access

� Module 9 – Intellectual Property Rights in the Digital Age

All the modules have a Teacher’s Guide and a Student’s Text. The Teacher’s Guideshould not be distributed to the students.

Teacher’s Guide

The Teacher’s Guide includes the following:

� General Guidelines

⇒ Introductory Note ⇒ Materials and Equipment⇒ Rationale ⇒ Teaching Tips for Face-to-Face⇒ Content of the Training Instruction

Programme ⇒ Evaluation⇒ Prerequisites ⇒ Typographical Conventions

� Overview of Module

⇒ Learning Outcomes ⇒ List of Activities⇒ Schedule ⇒ Assessment⇒ Module Outline ⇒ Reading/Reference List⇒ Grading Policy ⇒ Glossary

� Lessons

� Evaluation Form

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Teacher’s Guide

Prerequisites� Module 1. The student must have a genuine interest in understanding the impact

of new information technologies on the practice of Library and Information Science.

� Modules 2-9. The student must understand the content of Module 1.

Materials and EquipmentThe teacher and the students must have the facilities and technical support required tocarry out the course. They must have CD-ROM drives and online access to the Internet.The teacher must be knowledgeable and skilled in using computers, the Internet,CD-ROMs and a variety of software and other electronic resources. Copies of the corematerials can be downloaded and printed if desired.

� Teacher’s Guide

� Hands-on exercises

� Computer system

❍ Recommended:

⇒ CPU – Intel Celeron D336 or Intel Pentium 506 (2.66)LGA 775 or higher

⇒ Memory – 512 MB PC400 DDR

⇒ Hard Drive – WD 40GB 7200RPM

⇒ CD-ROM/DVD drive (52x CD-ROM combo drive or 52 DVD combo drive)

⇒ Monitor – 15-17″ CRT or LG EZ 17″ Flatron

⇒ Modem – 56 k or DSL or Cable

⇒ AVR – 500 w

⇒ Printer – Laser

❍ Minimum

⇒ Pentium IV Processor

⇒ 128 MB RAM

� Operating system software (Windows 98 with all the updates or Windows XPService Pack2/XP Professional)

� Application software MS Office 2000

� Other applications (Acrobat Reader, Multimedia Flash Reader)

� Internet access

❍ If dial-up: modem card, telephone and Internet service provider.

❍ If DSL: integrated LAN card and Internet service provider.

❍ Internet cafes and other service centres.

� Communication Tools. Asynchronous communication by e-mail, discussion groupsand synchronous communication such as chat tools and virtual conference willbe used as needed and whenever possible. Video will not be used due to possiblelimitations in access capabilities of some students.

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Teaching Tips for Face-to-Face Instruction of Modules(Please note that Module 5 is delivered by online mode. Instructions for it are providedin the module.)

� Speak slowly and clearly to ensure that students can follow you – this is especiallyimportant if some or all of the students do not have English as their first language.

� Do not read your lecture notes verbatim. This is a sure way of losing yourstudents’ attention.

� Always show an interest in what you are teaching.

� The modules have been carefully planned, with exercises and discussions as wellas lectures. Try to follow the schedule as set out in each module.

� Try to use examples as often as possible to explain concepts. If the examples aretaken from the students’ own countries or regions, so much the better.

� Try to keep within the daily timetable recommended for the module – if you getbehind in one lesson it may be difficult to make up time in a later lesson. Avoidextending the class beyond the time period allotted.

� Be prepared to use back-up materials if for any reason the computer will notfunction during a lesson.

� Try to answer all questions from students, but if you do not know the answer toa question, it is better to admit it than to try and bluff.

� Make sure that all equipment needed for a lesson is working properly before thelesson begins – things can often go wrong!

� Be ready to stay behind for a few minutes after each lesson to answer questionsthat students may have, but that they did not wish to ask in class.

Module EvaluationAt the end of a module, ask your students to evaluate it. The evaluation of the moduleby the students is meant to help you improve your teaching and should be seen in thislight rather than as a criticism of yourself. Make use of it to do an even better job nexttime. The evaluation form is found after the last lesson of each module.

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Teacher’s Guide

Typographical ConventionsThe following conventions are used throughout the modules.

Course Guide

General introduction to the modules

Note

General note to the teacher and additional information

Tip

Teaching tips and supplemental materials

Activity

Activity for the students

Assessment

Questions/activities to measure learning

End of General Guidelines

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Overview

This is the Teacher’s Guide for Module 7 of the training programme,Empowering Information Professionals: A Training Programme onInformation and Communication Technology. Module 7 is aboutLibrary Management and Promotion.

Learning OutcomesBy the end of Module 7, the student should know about the management oflibraries and the promotion of their services. Specifically, the student should:

1. Understand the functions of management2. Appreciate the role of the library manager3. Appreciate the common mission, vision and goals of the library4. Appreciate the role of marketing and promotion in libraries

ScheduleModule 7 is designed to be completed in three days (a total of 24 hours of study).

��

Day LessonsDay 1 Lesson 1: Introduction to Library ManagementDay 2 Lesson 2: Introduction to Strategic Library ManagementDay 3 Lesson 3: Introduction to Marketing and Promotion

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Teacher’s Guide

Module Outline

Lesson 1: Introduction to Library ManagementScope Objectives

� What is management? By the end of the lesson, students should:� What is library management? � Understand the functions of management� What is the role of the library manager? � Understand how the principles of

management are applied in a librarysetting

� Appreciate the role of the librarymanager

Lesson 2: Introduction to Strategic Library ManagementScope Objectives

� What is strategic library management? By the end of the lesson, the student should:� What are the steps in preparing � Understand the meaning of strategic

a strategic development plan? library management� What is the role of the library staff in � Be able to identify and define the steps

the preparation of a strategic in preparing a strategic developmentdevelopment plan? plan

� Appreciate the role of staff in preparinga strategic development plan

Lesson 3: Introduction to Marketing and PromotionScope Objectives

� What is marketing? At the end of this lesson, students should:� What are the elements of marketing? � Understand marketing concepts and� What is the role of promotion in principles

marketing? � Acquire skills in marketing andpromoting library services

Grading PolicyA score of 50 points is needed to pass Module 7. The breakdown of points for theassessment is as follows:

Lessons PointsLesson 1: Introduction to Library Management 30Lesson 2: Introduction to Strategic Library Management 30Lesson 3: Introduction to Marketing and Promotion 35

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List of Activities

Lesson 1

Activity 1.1Group yourselves into the type of libraries that you represent. Talk aboutyour library in terms of the collection size, staff size and qualifications,information services provided, library automation system and facilities.

Activity 1.2Acess the site http://rizal.lib.admu.edu.ph/rlconflibmgt/HTML%20Files/Presentation%20Papers.html to view papers about library management inthe 21st century.

Lesson 2

Activity 2.1Think of your library. What is the vision and mission of your library? Isthe vision traditional or is it in step with developments in the informationindustry? Has the mission changed over the years?

Activity 2.2State the goals and the specific objective you want to achieve as a librarymanager in accordance with the mission and vision of your library. If youwant, you can also create your own vision. Access the site http://www.oshkoshpubliclibrary.org/libraryvision.html for a sample vision statement.

Module 7Lesson 1

Module 7Lesson 1

Module 7Lesson 2

Module 7Lesson 2

http://rizal.lib.admu.edu.ph/rlconflibmgt/HTML%20Files

http://www

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Teacher’s Guide

Lesson 3

Activity 3.1Look at the products/services in your library. Which ones are underutilized?Can a marketing strategy improve the use of the service?

Activity 3.21. What are the components of a marketing mix?

2. Write down some promotional activities that you think you can usein your library. Prepare a poster for each service in your library.

Assessment

Lesson 1

Assessment1. What are the different functions of a library manager?

2. What are the concerns of a library manager?

Lesson 2AssessmentChoose a service in your library. Prepare a management action plan forthe objectives you stated in Activity 7.2.

Lesson 3

AssessmentPrepare a marketing plan for one section or service of your library.

Module 7Lesson 3

Module 7Lesson 3

Module 7Lesson 1

Module 7Lesson 2

Module 7Lesson 3

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Reading/Reference List

1. Andrews, K. (1987) The Concept of Corporate Strategy. 3rd ed.Homewood, IL: Richard D. Irwin.

2. Ansoff, H.I. (1957) Stategies for diversification. Harvard BusinessReview. September-October.

3. Ansoff, H.I. & Mcdonell, E. (1990) Implanting Strategic Management.2nd ed. New York: Prentice-Hall.

4. Banun, S. (1998) Marketing information technology (IT) products andservices through libraries: Malaysian experiences. 64th IFLA GeneralConference, August 16-21, 1998. The Hague: IFLA.

5. Berry, L.L. & Parasuraman, A. (1991) Marketing Services: Competingthrough Quality. New York: The Free Press.

6. Calabrese, A. (1998) Marketing action planning: the untold story.64th IFLA General Conference, August 16-21, 1998. The Hague: IFLA.

7. Carpenter, B. (1998) Your attention, Please! Marketing today’s libraries:we’ve got to tell everyone that we are going digital! Computers inlibraries 18(8): 62-66.

8. Chandler, A.D. (1962) Strategy and Structure. Cambridge, MASS: MITPress.

9. Chirak, H. (1997) Marketing CD-ROM and other electronic libraryservices. Computers in libraries, 17(6): 73-76.

10. Claravall, N.J. (2005) Managing Libraries and Information Centers inthe Philippine Setting. La Trinidad, Benguet: Benguet State University.

11. Cole, G.A. (1997) Strategic Management: Theory and Practice. 2nd ed.London: Letts Educational.

12. De Pelsmacker, P. et. al. (2004) Marketing Communication: a EuropeanPerspective. 2nd ed. Harlow: Prentice-Hall.

13. Drucker, P.F. (1954) The Practice of Management. New York: Harperand Row.

14. Drucker, P.F. (1994) Management: Tasks, Responsibilities, Practices.New York: Harper and Row.

15. Fitzsimmons, J.A. & Fitzsimmons, M. (2004) Service Management:Operations, Strategy and Information Technology. Boston, MA: Irwin.

16. Gerryts, E.D. (1994) Organizational transformation. Libraries andPublishers: Proceedings of the IATUL Seminar, Sheffield, UK, July4-8, 1994.

17. Giles, S. & Weatherbee, L. (1999) Creating client profiles in a bigmedical library. MLS: Marketing Library Services 13(1): 1-3.

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Teacher’s Guide

18. Gorchels, L.M. (1995) Trends in marketing library services, marketingof library and information services. Library Trends, 43(3): 494-509.

19. Gorman, G.E. & Clayton, P. (1997) Qualitative Research for theInformation Professional. London: Library Association Publishing.

20. Gronroos, C. (2000) Service Management and Marketing: A CustomerRelationship Management Approach. 2nd ed. Chichester: John Wiley.

21. Helton, R. & Esrock, S. (1998) Positioning and marketing academiclibraries to students. Marketing Library Services, 12(3) April/May.(Available at http://www.infotoday.com/mls/apr98/howto.htm).

22. Hofer, C. W. & Schendel, D. (1986) Strategy Formulation: AnalyticalConcepts. West Publishing.

23. Hoffman, D.K. & Bateson, J.E.G. (2001) Essentials of ServicesMarketing: Concepts, Strategies and Cases. 2nd ed. South-WesternCollege.

24. Johnston, R. & Clark, G. (2005) Service Operations Management:Improving Service Delivery. 2nd ed. Harlow: Prentice-Hall.

25. Junow, S. & Webster, D.E. (1991) Building new features for researchlibraries. Journal of Library Administration, 14(2): 7.

26. Kassel, A. (1999) How to write a marketing plan. MLS: MarketingLibrary Services 13(5).

27. Kotler, P. (1991) Marketing Management: Analysis, Planning,Implementation and Control, 7th ed. Englewoods Cliffs, NJ: Prentice-Hall.

28. Kotler, P. & Armstrong, G. (1993) Marketing: An Introduction. 3rd. ed.Englewood Cliffs, NJ: Prentice-Hall International.

29. Line, M.B., ed. (1990) Academic Library Management. London: LibraryAssociation.

30. Lovelock, C. & Wright, L. (2002) Principles of Service Marketing andManagement. 2nd ed. Upper Saddle River, NJ: Prentice-Hall.

31. McCarthy, E.J. (1960) Basic Marketing: A Managerial Approach.Homewood, IL: Irwin.

32. Massie, J.L. (1987) Essentials of Management. 4th ed. Englewood Cliffs,NJ: Prentice-Hall.

33. Miller, K. (1996) How to put together an effective brochure. MLS:Marketing Library Services, 10(7): 3-4.

34. Mintzberg, H. & Quinn, J.B. (1991) The Strategy Process: ConceptsContexts, Cases. 2nd ed. Englewood Cliffs, NJ: Prentice-Hall International.

35. Pearce, J.H. & Robinson, R.B. (1989) Management. New York: RandomHouse.

http://www.infotoday.com/mls/apr98/howto.htm

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36. Plunkett, W.R. & Attner, R.F. (1985) Introduction to Mangement.2nd ed. Boston, MA: PWS-Kent Pub.

37. Putman, A. (1990) Marketing your Services: A Step-by-step Guide forSmall Businesses and Professionals. New York: John Wiley.

38. Renborg, G. (1997) Marketing library services: how it all began.63rd IFLA General Conference proceedings, August 31 – September 5,1997. The Hague: IFLA, 1997.

39. Rochford, C. (1996) Handbook for Strategic Planning. Airedale Group.(Available at http://www.airdale.com).

40. Schoderbeck, P.P. (1990) Management Systems. Homewood, IL: BPI/Irwin.

41. Slater, M., ed. (1990) Research Methods in Library and InformationStudies. London: Library Association.

42. Steiner, G.S. (1979) Strategic Management. New York: The Free Press.

43. Taylor, B. & Sparkes, J.R. (1979) Corporate Strategy and Planning.London: Heineman.

44. Thompson, A. & Strickland, A.J. (1995) Strategic Management:Concepts and Cases. 9th ed. Homewood, IL: Richard D. Irwin.

45. University of Memphis (1999) Information Technology Strategic Plan,FY 99-00. (Draft 5/18/99) (Available at http://www.umemphis)

46. Varey, R.J. (2002) Marketing Communication: Principles and Practice.London: Routledge.

47. Ward, S. (1997) Starting and Managing Fee-based Services in AcademicLibraries. Kidlington: JAI Press.

48. Webber, S. (1998) Marketing Library and Information Services (Availableat http://www.dis.strath.ac.uk).

49. Wee, J. (2003) Marketing and Promotion of Library Services. TopicalBrief (Available at http://www.consal.org.sg/resource/brief/default.asp?).

50. Weinstein, L.M. & Annavarjula, M. (2001) Marketing Management:Cases for Creative Problem Solving. South-Western College.

http://www.airdale.com

http://www.umemphis

http://www.dis.strath.ac.uk

http://www.consal.org.sg/resource/brief/default.asp?

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Teacher’s Guide

Glossary

1. Analytical Skill – The ability to separate the whole into its componentparts in order to assess the situation or condition. It requires skill inthinking and reasoning.

2. Communication – Advertising and other promotional activities tomake the product known in the market.

3. Conceptual Skill – The ability to see the big picture and the inter-relationships of the parts to the whole. It requires in-depth knowledgeof the mission, vision and goals of the organization.

4. Controlling – A management function concerned with establishingstandards of excellence or performance that the organization mustobserve. It involves monitoring.

5. Convenience – Refers to the location of the service. With theproliferation of information technologies, library users prefer a servicethat can be obtained remotely.

6. Cost – The price is actually the cost of the service to the user. Theprovision of service must meet the demand for it.

7. Customer – The user. A “user needs analysis” must be conducted toidentify the needs and wants of a user.

8. Demands – Human wants that are backed by buying power or resources.

9. Diagnostic Skill – The ability to investigate the cause or nature ofa condition, situation or problem. It requires identification of problemsand their possible causes.

10. Directing – A management function concerned with providingdirection to the members of the organization to achieve their objectives.It involves communicating.

11. Effectiveness – Refers to the degree of achievement of organizationalgoals.

12. Efficiency – The ratio of the amount of resources used relative to theachievement of the goal.

13. Exchange – The act of obtaining a desired product or service byoffering something in return.

14. Goal – The general and ultimate ends toward which the services ofan organization are aimed. Goals answer the question, “Where arewe going?” Goals are focused statements of intent. They cover theorganization’s functions, products, services, equipment, software, etc.that are critical to success.

15. Human Skill – The ability to interact and communicate with personneland other people.

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16. Management – Plunkett and Attner (1985) define management as“the process of setting and achieving goals through the execution offive basic management functions that utilize human, financial, andmaterial resources.” Pearce and Robinson (1989) likewise definemanagement as “the process of optimizing human, material andfinancial contributions for the achievement of organizational goals.”

17. Market Segmentation – The breaking down of potential customersinto groups with shared characteristics to provide a product and servicetailored for their needs.

18. Market Research – The systematic gathering, recording and analysisof data about problems relating to the marketing of goods and services.The data is gathered from existing and potential markets in the formof a survey or interview. In the library, it was formerly referred to as“user studies.” The technique includes community profiling, surveys,focus groups, etc.

19. Marketing Mix – Variables that the company blends to produce thedesired response in the target market. It consists of either the four P’s(product, price, place, promotion) or the four C’s (customer, cost,convenience, communication). In addition, to either classificationcan be added two more P’s, namely people and process.

20. Marketing – “The management process responsible for identifying,anticipating and satisfying consumers’ requirements profitably”(Chartered Institute of Marketing). Kotler and Armstrong (1993)define it as “a social and managerial process by which individualsand groups obtain what they need and want through creating andexchanging products and value with others.”

21. Marketing Analysis or Audit – Managing the marketing effort beginswith an analysis of the internal and external organizational situation.It is a process that stabilizes where an organization is and why.

22. Marketing Management – The analysis, planning, implementation,and control of programmes designed to create, build, and maintainbeneficial exchanges with target buyers for the purpose of achievingorganizational objectives.

23. Marketing Management Process – The process of analyzing marketingopportunities, selecting target markets, developing the marketing mix,and managing the marketing effort. Its goals are to maximizeconsumption, maximize consumer satisfaction, maximize choice andmaximize life quality.

24. Marketing Plan – The marketing plan contains an executive summary,a table of contents, a description of the current market situation,threats and opportunities, objectives and issues, marketing strategies,action programmes, budget, and controls.

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25. Markets – The processes by which individuals and groups obtainwhat they need and want by creating and exchanging products andvalue with others.

26. Mission – The specific and well-defined roles on which theorganization elects to concentrate its efforts. The mission answersthe question, “What are we doing?”

27. Need – Recognized deprivation. There are two ways of respondingto it. One is by satisfying the need, the other is by reducing the need.

28. Objectives – The short-term and specific aims of different librarysub-systems. They are also called targets. They are usually part ofannual plans and are used for purposes of budgeting. Objectives arelinked to day-to-day operations and are measured in terms of outputand efficiency.

29. Organizing – A management function concerned with putting togetherresources that will achieve the goals of the organization.

30. PEST analysis – A method of evaluating the current situation. Itmeasures the political, economic, social and tecnological conditionsfaced by the library.

31. People – The users of the service and the people behind the service.The needs, wants, and demands of people must be considered in themarketing mix.

32. Place – The location where the service is provided. The service maybe provided in the library or it may be requested online or by phoneand the material sent to the home of the library user or to his computer.

33. Planning – A management function that maps out the courses of actionthat the organization will take. According to Massie (1987), “Planningis the process by which a manager looks to the future and discoversalternative courses of action.”

34. Policy – A guide for making decisions. It provides guides for gettingthere. It is an understanding between members of a group that makesthe actions of each member of the group in a given set of circumstancesmore predictable to other members.

35. Price – Pricing strategy. Fee-based or not? The service may be forfree or for a fee. For example, inter-library loans may be providedfree of charge by some libraries, but may be charged to the borrowinglibrary or to the user in others.

36. Process – The manner in which the service is provided.

37. Product – Anything that can be offered to satisfy a need or want. Itcan be a service. According to Webber (1995), “Information scientistsare often providing services (e.g. advice or searches, rather thanphysically distinct products.” In the library, this is equated to service.

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38. Promotion – Advertising and personal selling to make the productknown to the target market are examples of promotional activities.Libraries normally do not market or promote their servicesaggressively. In current practice, more and more libraries have startedto advertise their services to make them known to the public.

39. SWOT Analysis – A method of evaluating the situation. It measuresstrengths, weaknesses, opportunities and threats to the organization.

40. Staffing – A management function concerned with recruitment,retention, and training of personnel.

41. Strategic Management or Planning – Steiner (1979) defines it as“designing a desired future and identifying ways to bring it about.”Kotler and Armstrong (1993) defines strategic planning as “the processof developing and maintaining a strategic fit between the organization’sgoals and capabilities and its changing marketing opportunities.”

42. Strategy – Chandler (1962) defines strategy as “the determination ofthe basic long-term goals and objectives of an enterprise, and theadoption of courses of action and the allocation of resources necessaryfor carrying out those goals.” It is the common thread of thought forfacing risks and uncertainty, seizing the opportunities presented bythe environment, and using the distinctive competencies of theorganization’s resources. Strategy answers the questions, “In whatdirection are we headed?” and “What routes have we selected?”

43. Technical Skill – The ability to use the tools of the organization.These tools include processes, techniques, and technology.

44. Transactions – The trade of values between two parties. It is theunit of measurement for marketing.

45. Vision – A description of the library five or so years from now. Itprovides the library with direction and a dream of what it wants to be.

46. Wants – Human needs that are shaped by experience, culture, peergroup, etc. Wants are satisfied through appropriate products or services.

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Teacher’s Guide


Lesson 1: Introduction to Library Management

IntroductionManagement is a term used to cover the activities and responsibilities of managers inorganizations. It is concerned with making decisions and getting things done. Plunkettand Attner (1985) define management as “the process of setting and achieving goalsthrough the execution of five basic management functions that utilize human, financial,and material resources.” Pearce and Robinson (1989) likewise define management as“the process of optimizing human, material and financial contributions for theachievement of organizational goals.” According to these authors, the five functions ofmanagers are planning, organizing, staffing, directing, and controlling. Other authorsalso include reporting and budgeting as managerial functions.

There are several levels of management, namely top level, middle level, and first line.The scope of managerial functions depends on the level of the manager in the organization.The president or the chief executive officer are considered top-level management.Division chiefs and unit heads are in middle management. Supervisors and departmentheads are first line managers.

Managerial Functions

1. Planning maps out the courses of action that the organization will take. Itprovides direction for the organization.

2. Organizing is concerned with putting together resources that will achieve thegoals of the organization in accordance with the plan. It is concerned withgetting tasks done.

3. Staffing is concerned with recruitment, retention, and training of personnel.

4. Directing is concerned with providing direction to the members of the organizationto achieve their objectives. It involves communicating.

5. Controlling is concerned with establishing standards of excellence or performancethat the organization must observe. It involves monitoring.

Managerial SkillsA manager must possess the following skills:

1. Technical skill – the ability to use the tools of the organization. These toolsinclude processes, techniques, and technology.

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2. Human skill – the ability to interact and communicate with personnel and otherpeople.

3. Conceptual skill – the ability to see the big picture and the interrelationships ofthe parts to the whole. It requires in-depth knowledge of the mission, vision andgoals of the organization.

4. Diagnostic skill – the ability to investigate the cause or nature of a condition,situation or problem. It requires identification of problems and their possiblecauses.

5. Analytical skill – the ability to separate the whole into its component parts inorder to assess the situation or condition. It requires skill in thinking and reasoning.

Performance MeasuresA manager is evaluated in terms of the effectiveness and efficiency by which heachieves the goals of the organization. Effectiveness refers to the degree of achievementof organizational goals. Efficiency is the ratio of the amount of resources used relativeto the achievement of the goal. Thus, a manager may be effective but inefficient. Thetask of the manager is to ensure that goals are achieved at the least possible cost to theorganization.

Management TheoriesThere are many different schools of thought or theories about management. Thismodule will not discuss them.

Library ManagementA library is an organization. Its mission is to provide equitable access to informationfor its clients. It is made up of a collection of information materials (books, journals,AV, online materials), a place to house the collection (building, room or the Internet),services (reference, circulation, cataloguing, etc.), and staff to collect, organize andprovide access to the collection.

Types of LibrariesThere are several types of libraries. Each has its own set of clients with varyingreasons for using the library. Despite these differences, however, all libraries havea common mission, that is, to provide equal access to information to the communitythat it serves. The types of libraries classified according to the nature of its communityare academic, school, public and special.

1. Academic libraries are those that provide information support to colleges anduniversities to enable these institutions to achieve their three pronged functions:teaching, research and community outreach.

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2. School libraries are those that provide information support to primary (elementary)and secondary (high) school students, faculty, staff and administrators.

3. Public libraries are those that provide information to the general public for theirlife-long learning and leisure reading.

4. Special libraries are those that provide information to users in their ownorganization in support of their specific needs.

In all of these different types of libraries, good management is important. Librarymanagers are concerned with providing the right information to their client at the timeit is needed. The manager must be able to provide clients with:

1. A collection that meets the needs of the community;

2. Knowledgeable and skilled staff who are customer oriented;

3. Information services that provide for fast access to information from within oroutside the library; and

4. A place that is conducive to learning and with facilities that enable the communityto access information.

In addition, the library manager must look for sources of funds, market the servicesprovided by the library and evaluate or assess the performance of the library.

Lesson 1

Activity 1.1Group yourselves into the type of libraries that you represent. Talk aboutyour library in terms of the collection size, staff size and qualifications,information services provided, library automation system and facilities.

Activity 1.2Acess the site http://rizal.lib.admu.edu.ph/rlconflibmgt/HTML%20Files/Presentation%20Papers.html to view papers about library management inthe 21st century.

Assessment1. What are the different functions of a library manager?

2. What are the concerns of a library manager?

End of Module 7 Lesson 1

Module 7Lesson 1

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Module 7Lesson 1

http://rizal.lib.admu.edu.ph/rlconflibmgt/HTML%20Files

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Lesson 2: Introduction to Strategic Library Management

IntroductionAll libraries must look into the future to be able to develop long-term strategies to meetuser needs. With technological developments affecting the information industry, librariesmust plan to be ready for change in the coming decade. No one strategy is best for alllibraries. Each one must look into its own environment and resources. Each must lookinto its own strengths, weaknesses, opportunities and threats, as well as into its ownmission, vision and goals. This unit deals with the steps in preparing a strategic plan.

What is Planning?Planning involves preparing for the future. According to Massie (1987),

“Planning is the process by which a manager looks to the future and discoversalternative courses of action.”

He proposes the following model for planning:

1. Set primary and intermediate goals

2. Search for opportunities

3. Formulate plans

4. Set targets

5. Follow-up the plan

According to Taylor and Sparkes (1977),

“Planning is an analytical process that involves an assessment of the future,the determination of desired objectives in the context of that future, thedevelopment of alternative courses of action to reach such objectives andthe selection of a course, or courses of action from among those alternatives.”

In the library setting, planning often does not take place. Librarians are more concernedwith current operations. Many library managers look to past successes or intuition tomake decisions. Failure to achieve success is blamed on lack of funds, lack ofinstitutional support and other reasons instead of lack of planning.

Librarians on the whole are too occupied with day-to-day activities, thereby lacking thetime to really think out a development plan for the library. Planning is a time-consumingactivity and often has to be put aside because of the many tasks librarians are occupiedwith on a daily basis. Due to developments in technology and in the informationindustry, however, librarians have begun to look at planning to be able to cope with thewants and demands of users that have been brought about by information technology

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trends. A good plan is the basis for administration to provide adequate resources to thelibrary. The planning process forces all units of the library to conduct a self-analysisand set goals. There are two categories of planning – the strategic plan, which is longrange, and the operational plan, which is short range. Operational plans are task-orientedand designed to provide solutions to specific problems.

Because of the shift from print to digital information, the ease of use and the usefulnessof the Internet as an information resource, and the high level of information technologyknowledge and skill of users of information, libraries must fight for their existence byoffering service strategies that meet user needs and demands. Libraries must preparestrategic plans.

What is a Strategy?Chandler (1962) defines strategy as,

“the determination of the basic long-term goals and objectives of anenterprise, and the adoption of courses of action and the allocation ofresources necessary for carrying out those goals.”

Similarly, Andrews (1987) defines strategy as,

“the unity, coherence and internal consistency of a company’s strategicdecisions that position a company in its environment and give the firm itsidentity, its power to mobilize its strengths, and its likelihood of success inthe marketplace.”

Other writers separate objectives and targets from strategy. For them, strategies aremeans to an end. For our purposes however, we will define strategy as a process andwe will consider it as equal to the term strategic management.

What is Strategic Management?Formerly known as “strategic planning,” the concept has been replaced by “strategicmanagement” because it is concerned not only with procedures, but also with vision,mission, goals and strategic directions. It is both goal-setting and providing a means ofachieving them.

Steiner (1979) defines it as,

“designing a desired future and identifying ways to bring it about.”

Kotler and Armstrong (1993) define strategic planning as,

“the process of developing and maintaining a strategic fit between theorganization’s goals and capabilities and its changing marketing opportunities.”

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They also identify four steps in strategic planning:

1. Defining the company mission

2. Setting company objectives and goals

3. Designing the business portfolio

4. Planning marketing and other functional strategies

Although the above steps apply mainly to business enterprises, they may be adapted tothe library environment. For example, a library exists for a purpose. An academiclibrary exists to provide information support to the instructional, extension and researchfunctions of the university that it serves. It provides information support to the students,faculty, employees and administration officials of the education institution of which itis a part. Based on this mission, one of its goals could be to provide greater access toinformation. In line with this goal, the objective could be to acquire more informationmaterials in electronic format. Another objective could be to provide access to theInternet. In order to decide which of the different library functions or sub-systemsshould be given more support or should be given priority, the library must preparea business portfolio, e.g. a description of its present set-up, strengths, weaknesses,opportunities for every strategic functional unit (circulation, reference, reserve, etc.).The result of this activity will enable the library to identify strategies to achieve theobjectives and market the service.

Drucker (1974), on the other hand, defines strategic planning as,

“the continuous process of making entrepreneurial (or risk-taking) decisionssystematically and with the greatest knowledge of their future consequences;systematically organizing the efforts needed to carry out these decisions;and measuring the results of these decisions against the expectation throughorganized, systematic feedback.”

Cole (1997) defines strategic management as a

“process, directed by top management to determine the fundamental aimsor goals of the organization, and ensure a range of decisions which willallow for the achievement of those aims or goals in the long term, whilstproviding for adaptive responses in the short term.”

This definition implies that customer expectation is a key factor in strategic planning.It emphasizes the need for an organizational vision to enable the library to visualizewhat it will become in the future, and the consequences of decisions made toward thisfuture. Finally, it introduces the concept of learning from the outcomes of the plan.The feedback loop enables the library to redirect its plan as needed.

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In 1987, Massie stated that “prospective managers will find that their duties directlyinvolve four components of strategic management: goals, mission, strategies, andpolicies of the organization...”

1. Goals of the organization – the general and ultimate ends toward which they areaimed. Goals answer the question, “Where are we going?”

2. Mission of the organization – the specific and well-defined roles on which theorganization elects to concentrate its efforts. Mission answers the question,“What are we doing?”

3. Strategy of the organization – the common threads of thought for facing risksand uncertainty, seizing the opportunities presented by the environment, andusing the distinctive competencies of the resources of the organization. Strategyanswers, “In what direction are we headed?” and “What routes have we selected?”

4. Nature of policy decisions – policy is a guide for making decisions. It providesguides for getting there. It is an understanding by members of a group thatmakes the actions of each member of the group in a given set of circumstancesmore predictable to other members.

What are the Tasks of Strategic Management?Thompson and Strickland (1990) list five tasks of strategic management:

1. Developing a vision and mission. Libraries are primary sources of information.In an academic community, they are primary information centres for students,faculty and the staff of the college or university. In the performance of theirmission, libraries develop collections, organize collections for access, provideaccess to other information resources, teach users library skills, recruit and trainstaff with skills necessary for the libraries to function, and offer facilities andservices that foster research and learning. A library’s mission is its reason forexisting.

2. Setting goals and objectives. Objectives are specific activities that the organizationwould like to achieve within a given period, usually in a year’s time. Goals arelong-term targets that are formulated in line with the organization’s vision. Objectivesare short-term, achievable targets.

3. Crafting a strategy. A strategy is made up of approaches designed to achievethe goals and the objectives. It includes an action plan, people responsible, a timeframe and resources available.

4. Implementing strategy. The task which will test the correctness of the decisionsmade.

5. Evaluating performance. Periodic evaluation of performance will enablemanagement to redirect its plan in response to changes in the environment. Theneed for redirection could be brought about by technology changes, policy changes,etc.

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Common to all of these definitions and tasks is the need for a thorough environmentalscan to be able to prepare a vision for the future and the strategy to achieve that future.

What are the Components of a Mission Statement?The mission statement describes the nature of the library, the services it offers and theusers it serves. It is always complementary to the mission of the mother unit. Forexample, if the library is in an academic setting, the mission of the library will be toprovide information resources and services in an environment that fosters learning andopen inquiry. Specifically, its mission is to develop collections that support the teaching,research and extension functions of the academic community and to develop servicesthat will provide convenient access to information in an environment that is conduciveto research and learning.

It is critical that all the members of the library staff are aware of and can identify withthe mission of the library. If they cannot identify with the mission of the institutionthat they work for, it will be very difficult for them to develop a culture of service tothe library user. There are many examples of mission statements on the Internet and inbooks. Refer to the list of suggested readings for the bibliographic details.

Libraries should avoid making their mission statement either too broad or too narrow.It must be specific and realizable. Otherwise management will not be guided by themission in making decisions. A library’s mission changes with time to enable it toadapt to a changing environment. A mission statement answers the fundamentalquestions: ‘Why do we exist? What is our purpose for being here? The whole purposeof a mission statement is that it should set out a measure of an organization’s reason forexistence and should stand the test of time. The following examples clearly define thebusiness of the organization and its purpose.

Example 1. The Mission of the ABC LibraryThe overall purpose of the ABC Library is to support the teaching, research andextension service functions of ABC University by providing the faculty, students,staff and administrators with access to the information that they need.

Example 2. The Mission of the National Library of MedicineTo assist the advancement of the medical and related sciences, and to aid thedissemination and exchange of scientific and other information to the progress ofmedicine and to the public health (American Library Law, 5th ed., 1983).

What is a Vision Statement?A vision is a description of the library five or so years from now. It provides thelibrary with direction and a dream of what it wants to be. Junow and Webster in 1991aptly stated the importance of a visionary staff. According to them,

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“What academic and research libraries will need most as they face anunknowable future is staff who can dream, who have a vision of what theywant their libraries to be, and who believe they can and should try to createthat future…Knowing where you want to go,…you can exploit today’sopportunities to build a better tomorrow.”

To be able to formulate a vision of your future library, you must first determine thetrends in library practice and then you must evaluate them in terms of your mission.For example, if you are in a public library setting, you must look at standards forpublic libraries and at the values of a public library service. The environmental scanwill indicate a level of service that your particular type of library must try to achieve.If you are below the standard, then you will need to fill in the gap. The visionstatement answers the question, “Where do we want to be in five years?” It is stated inthe present tense.

Standards for different types of libraries exist. Some are international, while others arenational in scope because the international standards have been trimmed down to takeinto consideration the availability of operational funds in the country that is earmarkedfor the development and maintenance of the library. Due to the rapid development ofthe Internet and the digital information industry, standards have changed radically. Afew years ago, libraries were busy acquiring materials, and doing original cataloging;today, librarians are still busy acquiring materials, but these materials are now acquiredupon request by the library user and more often for a fee. In addition, the acquiredmaterial is not kept by the library, but given to the user. Acquisition of materials isnow limited to the development of a core collection. Many libraries have adopted thepolicy of acquiring materials when they are requested to ensure that they will be usedrather than acquiring materials just in case they will be needed. Many of these materialsacquired on request are not stored by the library and, hence, they are no longer processed.

In view of these policy changes, libraries now develop services that will enhanceaccess to information resources. Present day standards emphasize access over holdings.In academic libraries, the Association of College and Research Libraries (ACRL) standard(1997) no longer provides a quantitative measure of the size of the collection, butemphasizes access.

Hand in hand with a vision is a philosophy, policy statement or a set of values that thelibrary should use as a guide to achieving their vision. Policies are statements orground rules that guide the library in the performance of its duties. Policies representa code of conduct for the employees. They encompass the personal integrity of thestaff and their behavior as well as the thrust of the library. This is a set of rules forLibrary ABC:

1. Equal opportunities for staff

2. Reduction in noise levels

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3. Good human relations

4. Good communication

5. Energy conservation

6. Dedication to service

7. The library is a learning organization

The value system will provide a sound foundation for change. Professor Egbert D.Gerryts of the Academic Information Service, University of Pretoria, in 1994 statedthat the value system of its institution has five components:

1. Respect for the individual. It is believed that everyone is able and willing tomake a unique contribution. An appropriate organizational climate and cultureshould facilitate and stimulate this value.

2. Client is king. A proactive endeavour to ensure that the highest level of clientacceptance and satisfaction is kept alive. This is accomplished by partnershipswith clients and client groups to find solutions to barriers, irritations and problems.

3. Striving after success. The organization should be characterized by an endeavourtowards new ideas and better approaches in search of unique and excellentsolutions. It is accepted that well-directed creativity and innovation carry highvalue. Experimentation is encouraged and mistakes are recognized, accepted andrectified within a continuous learning process.

4. Integrity as a mode of life. There should be an urge to establish credibilitybeyond any doubt; inter alia by operating at the highest level of integrity andethical conduct.

5. Spontaneous teamwork. A common vision should be pursued by mutual supportand acceptance of co-responsibility. This means a sensitivity for the involvementand participation of every member of the staff in promoting the successfulfulfilment of a particular assignment in a complex environment. Below areexamples of vision statements.

Example. The ABC Library Vision Statement

The ABC Library is an electronic library with a fully integrated library systemwith the following modules: cataloging, acquisitions, circulation, serialsmanagement, and OPAC. The reference sub-system is equipped with computersthat are used to access electronic information materials such as abstracts andindexes, dictionaries and encyclopedias, and full-text documents either directly onCD-ROMs, diskettes and hard disks or remotely from online databases and theInternet.

The library is manned by professional and support staff who are knowledgeableand skilled in the use of information technologies and who are guided by a set ofvalues to ensure that the library user is provided with the highest level of service.

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In the achievement of this vision, the library is guided by the following principles:

� Our first priority is to support the mission of the ABC University.

� Our library users are our partners in information collection, organization,and access.

� Success is achieved through teamwork. Every member of the staff hasalways something useful to contribute towards the success of the organization.

� Continued success is assured through commitments to provide the userswith satisfactory service.

� The ABC University is a learning organization where mistakes are recognizedand accepted so that proper actions can be taken to rectify mistakes andlearn from the experience.

Activity 2.1Think of your library. What is the vision and mission of your library? Isthe vision traditional or is it in step with developments in the informationindustry? Has the mission changed over the years?

What are Goals?Goals are focused statements of intent. They cover the organization’s functions, products,services, equipment, software, etc. that are critical to success. They are promulgatedevery three to five years, depending on the time frame of the plan. Some examples ofgoals are:

1. To be recognized as the leading academic library in the country and to maintainstandards of excellence that will distinguish us from other academic libraries.

2. To offer a wide range of services and information formats, including e-mail,Internet, CD-ROMs, document delivery services, user education, etc.

3. To provide training opportunities for the staff, promote the development of theprofession and the creativity of the staff in designing systems, web pages,conducting research, etc.

4. To secure financial viability through the establishment of a library trust fund.

What are Objectives?Objectives are the short-term and specific aims of the different library sub-systems.They are also called targets. They are usually part of annual plans and are used forpurposes of budgeting. Objectives are linked to day-to-day operations and are measuredin terms of output and efficiency. Long-term goals are more concerned with effectiveness.

Module 7Lesson 2

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In setting objectives, a list of critera must be followed. According to Cole (1997),these criteria may be summarized as follows:

1. Objectives should further the purpose and strategic aims of the organization.

2. They should also conform to the organization’s values and policies.

3. Objectives should be realistic.

4. Their achievement (or otherwise) should also be measureable (in terms of time,quantity, quality, cost or a relevant ratio).

5. Objectives should preferably be set by agreement, so that those responsible forcarrying them out have some “ownership” of them.

6. Objectives should set clear and challenging targets for individuals.

7. Objectives should be open to adaptation in the light of changing circumstances,especially where these are unforeseen.

8. Groups of objectives set for individuals, or groups, should not be in conflict witheach other, but should serve a common purpose and direction.

Some examples of objectives are:

1. Increase the number of Internet stations from two to five by the end of the year.

2. Increase the number of CD-ROM stations from five to eight by June 2000.

3. Increase the number of Pentiums from five to ten by June 2000.

4. Increase the staff complement by means of student assistants and graduate assistantsby the second semester of the school year 2007-2008.

5. Reduce waiting time for application for IDs by the start of the school year.

6. Launch a promotional campaign for products and services by the first semesterof the coming school year.

7. Launch a marketing campaign for donations to a trust fund as soon as possible.

What is a Strategy?Strategies are procedures or patterns of action that are designed to achieve the goalsand the objectives of the library. Before a strategy can be crafted, there is a need toassess the internal and external environments of the library. The internal environmentalscan answers the question, “What is happening to the library now?” The externalenvironmental scan answers the question, “What is happening in library practice aroundthe country and the world, and what is likely to happen in the future? Strategies areformulated at the management/institutional level and at the department level since theyare decisions for long-term changes that are being planned for the library. The functionallevels are more concerned with short-term solutions. Strategy formulations are strategicchoices in the overall planning process. An institutional strategy usually covers a three-to five-year period.

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Strategies may be directed toward product/service development, financial targets, stafftraining and recruitment, or marketing of services to improve usage. The targets mustbe achievable. In general, libraries must choose only a few strategic choices at a timein order to ensure success, and work within a range of options. For example, regardingthe use of technology in libraries, the libraries may opt either to be very creative in theuse of new technology or too cautious. They may also adopt a strategy that emphasizeshigh quality service or just adequate service quality. On the whole, the strategy mustfit the objectives. (See Figure 1).

According to Hofer and Schendel (1986),

“strategy is a pattern of present and planned resource deployments andenvironmental interactions that indicates how the organization will achieveits objectives.”

It is the means to achieve objectives. The strategy can be made up of four components:

1. Scope (or domain). This refers to the extent of the organization’s interactionwith its environment. In the library, this refers to the interaction of the librarywith its staff, students, faculty.

2. Resource deployment. This refers to the utilization of the library’s resources(financial, human, infrastructure, etc.)

3. Competitive advantage. This pertains to its position within the institution orwith other institutions as a result of the manner it which it interacts with itsenvironment and makes use of its resources.

4. Synergy. The total effect of the strategic decisions made on the company.

Figure 1. Theoretical framework for a library strategic management cycle

Environmental Scan

(SWOT/PEST analysis)

• Internal

• External

Library Mission Library Vision

Review Results User Response

Goals and Objectives

' •' Efficient service

' •' Effective service

Implement Strategies

' •' Staff training

' •' Product/Service

' •' Financial

' •' Market

User Needs Analysis

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According to Hofer and Schendel (1986), there are three levels of strategy: corporate,business and functional. At the corporate level, the priorities are the institutionalmission, the overall goals and objectives, survival and effectiveness. At the businesslevel, the priorities are successful competition, profit, efficiency and effectiveness. Atthe functional level, the priorities are product/service-market development, efficientuse of resources and budget targets.

On the other hand, Thompson and Strickland (1990) group strategy levels into four:corporate, business, functional and operating. The focus at the corporate level is onbuilding a portfolio of business units, finding synergies among the units, convertingthem into competitive advantages and allocating resources among them. In thelibrary setting, the corporate level builds a description of the mission, of the differentsub-systems or subgroups (acquisitions, cataloging, circulation, reference, systemsmanagement, administration, etc.), allocates resources among them and builds synergyamong the groups. The focus of the business level is on addressing the institutionalissues and problems and devising appropriate responses to the changing environment.In a library, the business units are the technical unit, systems unit and reader servicesunit. At the functional level, the focus is on service; while at the operating level, thefocus is on making provisions in attaining functional level objectives.

A Theoretical Model of StrategyAccording to Igor Ansoff (1965), strategic decisions are to be distinguished fromadministrative (structural) decisions and operating decisions (tactical). Strategic decisionsfocus on product-market decisions, the second focus on organizational and infrastructuraldecisions and the third on budgeting, scheduling and controlling decisions. Figure 2 isan adapation of the Ansoff model for a library setting.

Figure 2. Product/service growth strategies

New

products/service

Market penetration

e.g. Advertise existing

products/service to

existing users

Product/service

development

e.g. Offer new products/

service to existing users

Market development


products/service

to new users

Diversification

e.g. Offer new products/

service to new users

Present

products/service

Present markets

New markets

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Activity 2.2State the goals and the specific objective you want to achieve as a librarymanager in accordance with the mission and vision of your library. If youwant, you can also create your own vision. Access the site http://www.oshkoshpubliclibrary.org/libraryvision.html for a sample visionstatement.

Implementing the Strategy: The Strategic Planning CycleIn implementing the strategy, the key decisions that need to be made and the resourcesthat must be provided are mapped out. This involves establishing mechanisms tofacilitate decision-making. These mechanisms include SWOT and PEST analysis. Italso involves the provision of human and other resources, as well as the implementationof decisions and evaluation of results of the strategy so as to make wise changes whenthe need for change arises.

Strategic management lies in the realm of top management and the business units.Functional and operational levels of management normally do tactical planning. Inmost cases, the steps are similar, but tactical plans are short-term plans and directed atimproving efficiency. Strategic plans are directed at improving effectiveness and atensuring survival.

The procedures in the Handbook for Strategic Planning: Airedale Group (Rochford,1999) will be used in detailing the steps in a strategic plan. The handbook definesstrategic planning as:

“the continuous process of systematically evaluating the nature of thebusiness, defining its long-term objectives, identifying quantifiable goals,developing strategies to reach these objectives and goals and allocatingresources to carry out these strategies.”

It further states that strategic planning begins by addressing the following three questions:

� Where are we today?

� Where are we going?

� How do we get there?

Procedures in PlanningSituational analysis. The situational analysis enables the business unit to identify theoverall competitive strategy for the unit. In the case of the library, the business unitsare the sub-systems, readers’ services, technical services and computing services.

Module 7Lesson 2

http://www.oshkoshpubliclibrary.org/libraryvision.html


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To be able to formulate a competitive strategy, the sub-system must identify its presentstrategy, compare it with the environment and decide what to do with its strategy. Itmust make a strategic choice relative to its internal and external environments that willprovide the best opportunities for growth and the least threats. Applicable to thelibrary situation are the following barriers to change: capital requirements, governmentor institutional policy, expected opposition from various groups including the librarystaff, priorities of the institution, and lack of knowledge and skill in the new strategy.The situational analysis involves assessing the environment.

Understanding the internal and external environments is crucial to decision-making.One strategy for analyzing the environment is SWOT analysis. Where S stands forStrength, W for Weakness, O for Opportunities and T for Threats. Another strategyis PEST analysis. The acronym stands for the Political, Economic, Social andTechnological environment.

The environmental factors that must be considered in the SWOT and PEST analysisare:

� the users (existing and potential)

� the other libraries (opportunities for networking, trends and issues)

� the information industry (trends and issues)

� the suppliers of library materials (their competitive advantage)

� the administrators (support provided, attitude, knowledge about new trends inlibrary practice)

� the employees (existing and potential)

� the technological environment (existing and future technologies and theirapplications)

� the government (the national information infrastructure and the thrusts ofgovernment)

� other sources of funds (the local government, project funds, donors), the pressuregroups (faculty, alumni, students), other factors

Implementation is a combination of strategic (long-term) and tactical (short-term)concerns. Strategic concerns include identification of where the organization is, itscompetitive strategy, devising controls for its monitoring, financial controls and allocatingresources. They are focused on effectiveness. Tactical concerns include the identificationof user needs and meeting them; the identification of employee needs and providingmotivation; and service quality issues. They are focused on efficiency. The end ofstrategic management is change. Thompson and Strickland (1990) suggest thatimplementation is largely administrative. It is basically ensuring that resources areallocated wherever necessary as part of the plan.

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Mintzberg and Quinn (1991), on the other hand, see implementation as basically balancingstructure, systems, culture and power in an organization. Stucture refers to theorganizational structure, systems to the administrative procedures, culture is theorganization’s value system, and power refers to the allocation of authority – possessionof influence to individuals and groups in the organization. Success in implementinga strategy depends to a large extent on the corporate culture and how well this iscommunicated and accepted by the workforce. A working model of strategyimplementation (Cole, 1991) is shown in Figure 3.

Figure 3. Implementing a strategy – a working model

Strategic choice

(the strategy)

Managerial authority

& power

(leadership)

Strategy

implementation

Personnel skills &

development

(resources)

Financial &

physical

resources

Organizational

structure

(framework)

Organizational &

individual values

(culture)

The model in Figure 3 shows the forces in the organization which represent theorganization’s potential.

The situational assessment is followed by the vision, mission and goal statements andthen by strategies. A strategy is best formulated by matching the library’s strengths andweaknesses with the opportunites and threats. There are three potentially successfulgeneric strategies according to Rochford (1999):

1. Overall cost leadership, which is characterized by an aggressive construction ofefficient means of reducing costs.

2. Differentiation, which is characterized by the creation of a uniques service orproduct.

3. Focus, which is characterized by focusing on a particular user group.

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The strategic planning cycle culminates in a long-range plan for the institution. Thelong-range plan or the strategic plan contains the following:

1. Mission, objectives, goals to provide direction to the plan. It answers the question,“Where do we want to be?” The mission outlines the purpose of the instution andthe scope of its responsibilities.

2. Strategies to provide a philosophy or a set of values as to how the institution willachieve its ends. Each strategy must consider the outcomes of the SWOT andPEST studies and the policy statements. Each should state the goals addressed,the strategy selected, the expected effects of the strategic choice, and the assumptionsand information used as the basis for the choice.

3. Resource planning to provide a picture of what resources the institution has andwhat it still needs to achieve its goals and objectives. The plan should include aninventory of present means, the capital investment needed and the timing ofneed, and the personnel involved.

4. A financial plan to provide a breakdown of costs involved and the expected gains.

5. An implementation plan to provide the steps or the actions to achieve the goalsand objectives of the institution. The action plan identifies the resources, includingthe person responsible and the expected outcome of the action and the timing forthe strategy. Usually, a PERT chart is used for highlighting the action plan. Twosample management action plans follow:

Sample 1

ActionPerson Expected Cost

Start date End dateresponsible outcome involvedSWOT/PESTAnalysis

Sample 2

Action:PersonSWOT/PEST

responsibleYear 1 Year 2 Year 3 Total

AnalysisAnnual Budget

Who is Responsible for Strategic Management?Strategic management belongs to the top-level and business levels of management,while tactical management is at the functional and operational levels. Personnel at thetactical level provide information input to management for their use in making decisions.

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Teacher’s Guide

AssessmentChoose a service in your library. Prepare a management action plan forthe objectives you stated in Activity 7.2

End of Module 7 Lesson 2

Module 7Lesson 2

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Lesson 3: Introduction to Marketing and Promotion

Principles of Strategic MarketingWith the developments in the Internet and digital information systems, libraries findthat they have to compete with other information providers in order to survive. Corporatelibrarians must be able to effectively and efficiently provide information to a learningorganization that is heavily dependent on information for competitiveness. Academiclibrarians compete with the Internet and cable television. Students and faculty nolonger depend solely on their libraries for information. The Internet provides themwith access to countless libraries all over the world. Cable TV provides them withcurrent news about events happening all over the world, and also has channels whichfeature, for example, science films. This lesson deals with the steps in preparinga strategic marketing plan for survival. A library service needs to be marketed forusers to realize that the library is a reliable and credible partner in the learning process.

Learning Outcomes:At the end of Lesson 3 you will have:

� Acquired knowledge about the theory and practice of strategic marketing

� Identified some strategic marketing issues in libraries

� Identified your role in the strategic marketing process

� Acquired skill in preparing a marketing plan

What is Marketing?Recent trends in the information industry have made the library only one of manyinformation institutions competing for the information user. As early as 1995, LindaGorchels wrote about the trends in marketing library services. Beth Carpenter (1998)thinks that libraries must find ways of marketing technologies found in libraries throughdaily interactions with their public. Sheila Webber (1995) thinks that the Internetshould be used in promoting library services. What is marketing and why shouldlibraries market their services? Here are some definitions of marketing:

� Marketing is the management process responsible for identifying, anticipatingand satisfying consumers’ requirements profitably (Chartered Institute ofMarketing).

� Marketing is a social and managerial process by which individuals and groupsobtain what they need and want through creating and exchanging products andvalue with others (Kotler and Armstrong, 1993).

According to Kotler (1994), societal marketing is the marketing concept for non-profitorganizations:

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“The societal marketing concept holds that the organization’s task is todetermine the needs, wants, and interests of target markets and to deliverthe desired satisfactions more effectively and efficiently than competitors,in a way that preserves or enhances the consumer’s and the society’swell-being.”

Webber (1998), on the other hand, uses the term relationship marketing to refer to theconcept which focuses on a close relationship between the provider and the user of theproduct or service.

What are the Core Marketing Concepts?On the basis of the above definitions, it can be gleaned that marketing is concernedwith meeting the needs, wants and demands of customers. It therefore begins withidentifying customer needs, wants and demands (user studies or market research).According to Kotler and Armstrong (1993), the core concepts of marketing are:

� Need – represent a state of felt deprivation; there are two ways of responding toit. One is by satisfying the need, the other is by reducing the need.

� Wants – human needs that are shaped by experience, culture, peer group, etc.Wants are satisfied through appropriate products or services.

� Demands – human wants that are backed by buying power or resources.

� Products – anything that can be offered to satisfy a need or want. It can bea service. According to Webber (1995), “Information scientists are often providingservices (e.g. advice or searches, rather than physically distinct products.”

� Exchange – the act of obtaining a desired product or service by offering somethingin return. There are five conditions for exchange to occur:

❍ There must be two parties involved

❍ They each must have something of value to the other

❍ They must want to deal with each other

❍ They must be free to accept or reject the other party’s offer

❍ They must be able to communicate and deliver

� Transactions – the trade of values between two parties. It is the unit of measurementof marketing.

� Markets – the processes by which individuals and groups obtain what they needand want by creating and exchanging products and value with others.

The analysis, planning, implementation, and control of programmes designed to create,build and maintain beneficial exchanges with target buyers for the purpose of achievingorganizational objectives is called marketing management.

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The marketing management process is the process of analyzing marketingopportunities, selecting target markets, developing the marketing mix, and managingthe marketing effort. Its goals are to maximize consumption, maximize consumersatisfaction, maximize choice and maximize life quality. It is guided by the followingmarketing management philosophies:

� The production concept holds that consumers will favor products that are availableand highly affordable and that management should therefore focus on improvingproduction and distribution efficiency. It is applicable when demand exceedssupply and when improved productivity brings down production cost.

� The product concept holds that consumers will favor products that offer themost quality, performance and features, and that an organization should thusdevote energy to making continuous product improvements.

� The selling concept holds that consumers will not buy enough of the organization’sproducts unless it undertakes a large selling and promotion effort.

� The marketing concept holds that achieving organizational goals depends ondetermining the needs and wants of target markets and delivering the desiredsatisfactions more effectively and efficiently than competitors do.

� The societal marketing concept holds that the organization should determinethe needs, wants and interests of target markets. It should then deliver thedesired satisfactions more effectively and efficiently than competitors in a waythat maintains or improves the consumer’s and the society’s well-being.

Just like strategic management, marketing management is cyclical (Figure 4). Itbegins with the formulation of a mission for the library, followed by the review of itscurrent position (SWOT and PEST techniques), formulation of marketing objectives,market research (users information needs), formulation of marketing strategies,implementation of the strategies, monitoring of success and review of strategies.Marketing helps in strategic planning by providing insight into the organization’scompetitiveness in the market. Strategic planning involves long-term organizationalstrategies for survival and growth. The company’s strategic plan establishes the kindof business the company will be and the objectives for each. Marketing providesa guiding philosophy, inputs to strategic planners and strategies for reaching the objectivesof the strategic business units. The strategic plan provides the overall direction for theorganization. It becomes the basis for the marketing plan and all other company plans,objectives and strategies.

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Teacher’s Guide

Activity 3.1Look at the products/services in your library. Which ones are underutilized?Can a marketing strategy improve their use?

How Do You Select Your Markets?Identification of markets involves market segmentation, market targeting and marketpositioning. Market segmentation entails identifying the different types of target markets.In an academic library, these are the student sector, faculty sector, staff sector and theadministration sector. Each type of user class requires a different kind of service. Thestrategy for each type of segment will differ. In terms of technology, for example, thestudent sector will be more technology literate than the other sectors. The marketsegmentation also will depend on the type of product being marketed.

Figure 4. Components of a marketing plan

Module 7Lesson 3

1Formulate a mission

2Review

current position

3Formulate

marketing objectives

3Undertake

market research

5Modify

marketing objectives

9Review strategies, objectives

and mission, if necessary

8Monitor success

7Implement

marketing strategies

6Formulate

marketing strategies

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How Do You Control the Marketing Mix?The marketing mix are variables that the company blends to produce the desired responsein the target market. It consists of either the four P’s or the four C’s. In addition, toeither classification can be added two more P’s, namely people and processes.

The four P’s1. Product – Product characteristics. In the library, this is equated to service. This

P refers to the different services offered by the library.

2. Price – Pricing strategy. Fee-based or not? The service may be for free or fora fee. Inter-library loans may be provided free of charge by some libraries, butmay be charged to the borrowing library or the user in some libraries.

3. Place – Location where the service is provided. The service may be provided inthe library or it may be requested online or by phone, and the material sent to thehome of the library user or to his computer.

4. Promotion – Advertising and personal selling to make the product known to thetarget market. Libraries normally do not market or promote their servicesaggressively. In current practice, more and more libraries have started to advertisetheir services to make them known to the public.

Examples of promotional activities are: creating an in-house orientation video, creatinga website, placing announcements in newsletters, networking with persons and libraries,broadcasting e-mail messages, using bulletin boards, writing to customers, advertisingin places frequented by potential clients, designing brochures, giving presentations,setting up product trials, sending welcome letters, sponsoring a book fair, and holdinga conference or open house.

Activity 3.21. What are the components of a marketing mix?

2. Write down some promotional activities that you think you can usein your library. Prepare a poster for one service in your library.

The four C’s:1. Customer needs and wants – The product responds to the needs of the user. A

service is only as good as the needs and wants of the consumer. Before a newservice is introduced or an old service maintained, a user needs analysis must beconducted to identify the needs and wants of a user.

2. Cost to the user – The price is actually the cost of the service to the user. This isan important consideration. Some library users might not have a great want forthe service if costs are attached to it. The provision of service must meet thedemand for it.

Module 7Lesson 3

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Teacher’s Guide

3. Convenience – Refers to the location of the service. With the proliferation ofinformation technologies, library users prefer a service that can be obtainedremotely.

4. Communication – Advertising and other promotional activities to make theproduct known in the market. This is what is lacking in most libraries.

The four P’s or C’s can be extended to include two more P’s

1. People – The users of the service and the people behind the service. The needs,wants, and demands of people must be considered in the marketing mix.

2. Process – The manner in which the service is provided. Efficiency is a considerationin the process to be taken.

How Do You Manage the Marketing Effort?After the target market has been identified and the optimum marketing mix devised,putting it into action will involve analysis, planning, implementation and control.

� Marketing analysis. Managing the marketing effort begins with an analysis ofthe internal and external organizational situation. Marketing analysis providesinformation to the other marketing management functions. This is discussedfurther under “Market Research” (p. 45).

� Market planning. Through strategic planning, the organization decides what itwants to do with each unit product or service. A detailed plan is required foreach one. The marketing plan contains: an executive summary, a table ofcontents, a description of the current market situation, threats and opportunities,objectives and issues, marketing strategies, action programmes, budget, and controls.

Contents of the Marketing Plan1. An Executive Summary – provides a description of the main goals and

recommendations that are presented in the plan. It provides an overview of thecontents of the plan.

2. Table of Contents – provides an outline of the contents of the plan.

3. Current Market Situation – provides a situational analysis for the organization.It answers questions such as, “Who are the target markets? What are the needs,wants and demands of the present customers? Who are the competitors?” In thelibrary organization, the trends in the particular service being evaluated aredescribed and the library situated in the continuum for the particular service. Forexample, in the area of indexing, the continuum could range from a manualservice to a computerized service, or a printed index to a CD-ROM or onlineindex. The library may be situated somewhere within this range and, therefore,

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its place could be evaluated alongside other libraries offering indexing services.These other libraries could be its competitors.

The collection of products and services that make up the company is calleda business portfolio. The best business portfolio is one that best fits thecompany’s strengths and weaknesses to opportunities in the environment. Itinvolves portfolio analysis and developing growth strategies. Portfolio analysisis the identification of strategic business units and assessment:

� to determine the attractiveness of the business in the market or industry;

� to decide how much support each one should receive; and

� to determine the position of the SBU’s in the market or industry.

4. Threats and Opportunities – the marketing manager looks at present threatsand opportunities as well as future threats and opportunities. His/her strategywill be based on these pieces of information. For example, if the competitor canprovide a more efficient index at lower cost, this might be considered a threatand a strategy might be chosen to lower the demand for the online service bybeing more aggressive in promoting and distributing the printed product.

5. Objectives and Issues – in marketing, the objective is to increase market shareof a particular product or service. The objectives are structured to reflect theintended increase in the share of the market.

6. Marketing Strategies – represents the logic of the plan by which the objectivesmay be achieved. If the organization is smart, it will put its efforts in the marketsegment where it has competitive advantage. Examples of marketing strategiesfor libraries and information services are: introduction of new products, advertisingand promotion, competitive pricing. There should be an explanation for eachstrategy and how it will help the library achieve its objectives of getting moreusers to come to the library for its services and facilities.

Developing growth strategies is the identification of growth opportunities. Onemethod used is the product/market expansion grid. It involves the appropriatemix of:

� Market penetration – an aggressive method of marketing. It involves goingout and putting the product or service in the market alongside that of a competitor.

� Market development – involves a systematic expansion of the market byencouraging users to use the product. It involves advertising and creatinga demand.

� Product development – improving an existing product to meet the needs, wantsand demands of the user.

� Diversification – introduction of new products into the market.

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Kassel (1999) lists several marketing strategies:

“the key for successful marketing is understanding what makes someone want touse or buy services and what type of marketing strategy they respond to.”

She further states that “when a strategy works, repeat it. But if it fails, and youhave done it right, drop it.” Her list of marketing strategies are:

� Network, either in person or electronically, by participating in discussiongroups online where your target markets congregate.

� Direct marketing – involves sending out sales letters, capability brochures,flyers, or special offers on a regular, repeated basis to the same group ofprospects. Direct marketing can only work if you speak the language of yourtarget market and contact them regularly.

� Advertise in print media or directories, often with a specific offer to reap thebenefit of an immediate response or sales. Advertising lends credibility (imageadvertising) and, like direct marketing, must be continuous.

� Devise training programmes that increase awareness about your services.

� Write articles for local media or professional journals and newsletters thatdescribe the benefits of your services.

� Direct or personal selling is one-on-one selling, often on-site at a prospect’soffice or company. Direct sales are a particularly costly form of marketingsince you only reach one person at a time. However, if you present yourservices to a group of people at a company, such as people from a particulardepartment or several department heads, direct sales can be beneficial.

� Send out publicity and press releases through local newspapers, radio, andtelevision stations.

� Participate in trade shows at the local or regional level.

Carpenter (1998) believes that libraries need to work harder to “market ourlibraries through technology and…market technology itself.” She adds,“I believe that the library can become a proactive force in its community byproviding the tools that patrons require to stay afloat in the technological era inwhich we now live.”

The strategies she recommends include:

� Conducting technology classes to teach users how to use the new technologies.

� Creating a website so those patrons who do not come to the library can stillmake use of its services. This strategy is also shared by Webber (1995) in herarticle “Promoting Information on the Internet.”

� Provide your customers with good experiences in the library through efficientand effective service. Your efforts will be rewarded when satisfied customersspread the good word to others.

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� Publish your information. Create brochures, newsletters articles and pressreleases.

� Advertise in your local newspapers or any publication that circulates inevery household or student residence in your area. Use eye-catching designs.

7. Action Programmes – Strategies must be translated into action programmes toidentify what will be done, who will do it, when it will be done and how muchwill it cost. The action plan details all of the events in the strategy as well as thekey players who will implement it.

Successful implementation depends on:

� An action programme that puts all activities and resources together. Ganttcharts or PERT charts are sometimes used for preparing the action plan.Figure 5 presents a table for an action plan.

� Organization’s structure. The organization’s structure must be supportive ofthe marketing plan.

� Company’s decision and reward system. The plan must be in accordance withthe company policies.

� Human resources planning. There should be sufficient and skilled staff duringand after the planning.

� Company climate and culture must be conducive to development. It must bea learning organization.

8. Budgets – the action plan enables the marketing manager to prepare a profit andloss statement or marketing budget that projects financial risks and benefits.

9. Controls – periodic evaluation of the plan and its results will enable managementto spot key areas, which are not performing as projected. Such information willenable management to make decisions to either continue with the plan or changethe strategy if it is not working as planned. This section of the plan outlines thecontrol measures that must be based on the goals and objectives. Marketingcontrol is the process of measuring and evaluating the results of marketingstrategies and plans so that corrective action may be taken to ensure that goalsand objectives are attained.

ActionExpected Person

CostTarget date for

Remarksoutcome responsible completionConduct SWOT for Team created Pa SWOT the library by theanalysis librarian

Figure 5. Sample action plan

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Teacher’s Guide

Market ResearchMarket research is the systematic gathering, recording and analysis of data about problemsrelating to the marketing of goods and services. The data is gathered from existing andpotential markets in the form of a survey or interview. In the library, it was formerlyreferred to as user studies. The marketing research cycle consists of:

1. Defining the problem

2. Developing a hypothesis

3. Deciding how to test the hypothesis

4. Gathering information

5. Collating and interpreting information

6. Making a decision

Application to the Library Setting: Marketing the LibraryAccording to Webber (1995), “Marketing experts acknowledge that marketing a serviceis more difficult than marketing a tangible product. They acknowledge the followingas being characteristic of services:”

1. Intangibility

2. Inseparability of production and consumption

3. Perishability

4. Heterogeneity

In view of these characteristics, how can you market your library?

Kassel (1999), in her article “How to Write a Marketing Plan,” suggests the followingsteps:

1. Prepare a mission statement. The mission statement sets the direction of thelibrary because it describes the purpose of the library, the services it offers andthe clients served.

2. List and describe target or niche markets. The target markets may be segmentedinto several types or classes of users. In an academic library, these markets maybe the students, the faculty, and the managerial and administrative staff.

3. Describe your services. The description should include not only an inventory ofthe services offered, but also the costs in terms of material and human resources.

4. Spell out marketing and promotional strategies. These strategies involve makingyour services known to the public through promotional activities. A number ofstrategies has been mentioned above. More recently, the Internet is also beingused as a venue for advertising library services. The Internet may be used topromote services such as through e-mail, advertising in other people’s sites and

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linking from there, providing introductory offers for free, and through the library’sown website.

5. Identify and understand the competition. The library can compete througha value-for-money policy. Study your library and compare it with other libraries.

6. Establish marketing goals that are quantifiable. Consider the budget requirementsfor every strategy. Make sure that the objecties are achievable.

7. Monitor your results carefully to determine which strategies are working andwhich are not. Change all strategies which are not working. Monitoring involvesa user survey of responses to the service.

According to Kassel (1999), “marketing plans should be revised annually, like a businessmode, and should reflect changes and revised goals based on the previous year’sexperience.” She adds that “before writing a marketing plan, the library must identifyits target markets and its needs through market research.”

Carpenter (1998) also examined the need to market libraries. According to Carpenter,libraries should not expect people to find libraries on their own; librarians must exertextra effort in making libraries known and accessible to the public. She recommendsmarketing technology and marketing the library through technology. She suggestsanticipating user needs and providing the service instead of waiting until the userexpresses a need. Her strategies include holding classes on the use of technology,using the Internet (creating a website) to promote service to users who are not insidethe library, providing good service consistently, and publishing.

AssessmentPrepare a marketing plan for one section or service of your library.

Module 7Lesson 3

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Teacher’s Guide

Empowering Information Professionals:A Training Programme on Information and Communication Technology

Evaluation

Instructions: To help us enhance the quality and effectiveness of Module 7, pleasecomplete and return this evaluation form to the teacher.

Please rate the module on the following categories using the scales below by drawing a circlearound the appropriate number.

5 = Strongly Agree [SA] 2 = Disagree [D]4 = Agree [A] 1 = Strongly Disagree [SD]3 = Not Sure [N]

1. Objectives and Content

SA A N D SDWere the course objectives clearly stated? 5 4 3 2 1Were the objectives achieved? 5 4 3 2 1Were the topics presented relevant to your work? 5 4 3 2 1Was the course structured in a logical way? 5 4 3 2 1Were the activities appropriate to the content of this course? 5 4 3 2 1Was the course easy to follow? 5 4 3 2 1Was the course interesting and enjoyable? 5 4 3 2 1Were your expectations met? 5 4 3 2 1

2. Presentation

SA A N D SDWere the concepts and techniques explained clearly? 5 4 3 2 1Were you encouraged to actively participate during the course? 5 4 3 2 1Were your individual questions/problems discussed to your

5 4 3 2 1satisfaction?Was the course well paced? 5 4 3 2 1Were the lessons presented in a clear and well-organized

5 4 3 2 1manner?

3. Teacher

SA A N D SDWas the teacher knowledgeable in the subject matter? 5 4 3 2 1Did the teacher present the material effectively? 5 4 3 2 1Did the teacher show interest in and enthusiasm for the subject? 5 4 3 2 1Was the teacher effective in answering questions clearly and

5 4 3 2 1constructively?

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4. Learning Environment

SA A N D SDAre the course materials easy to read? 5 4 3 2 1Were the manual and the other handouts useful? 5 4 3 2 1Were the visual aids useful? 5 4 3 2 1Was the venue suitable for the course? 5 4 3 2 1Was the timeframe appropriate for the course? 5 4 3 2 1

5. Before the training began, how experienced were you with the subject?

1 (Beginner) 2 (Intermediate) 3 (Advanced) 4 (Expert)

6. How useful was the training for your level of experience?

1 (Not Useful) 2 (Fairly Useful) 3 (Useful) 4 (Very Useful)

7. Do you feel you have gained new skills and knowledge? Yes No

8. What is the most important concept or skill that you learned in this module?

______________________________________________________________________

______________________________________________________________________

9. What is the least important concept or skill that you learned in this module?

______________________________________________________________________

______________________________________________________________________

10. What additional information should be included in the module?

______________________________________________________________________

______________________________________________________________________

11. What did you like most about the training materials?

______________________________________________________________________

______________________________________________________________________

12. What did you like least about the training materials?

______________________________________________________________________

______________________________________________________________________

13. Other comments or suggestions?

______________________________________________________________________

______________________________________________________________________

THANK YOU!

UNESCO BANGKOKBangkok, Thailand

2007

UNESCO Bangkok, 2007.

Editor. II. UNESCO Bangkok. III. Japanese Funds in Trust. IV. Title.

EIPICT_M7_ST

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Module 7


Student’s Text

Table of Contents

General Guidelines 4

Introductory Note

Rationale

Content of the Training Programme

Prerequisites

Typographical Conventions

Overview of Module 7

Learning Outcomes

Schedule

Module Outline

Grading Policy

Lessons 9

Lesson 1 Introduction to Library Management 10

Lesson 2 Introduction to Strategic Library Management 17

Lesson 3 Introduction to Marketing and Promotion 27

Appendix 38

Appendix 1. List of Activities 39

Appendix 2. Reading/Reference List 41

Appendix 3. Glossary 44

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Empowering Information Professionals: A Training

Programme on Information and Communication

Technology

General Guidelines for the Student

Introductory Note Library schools are now changing their curricula to produce graduates who are prepared

for the changing service requirements in libraries. The majority of practitioners, however,

graduated before the advent of the Information Age or studied in schools that did not

teach ICTs for various reasons. This group of practitioners is now finding itself

unprepared for the new demands of the profession. This Training Programme is in

response to this identified need.

People working in libraries and information centers are the primary target group of the

Training Programme. It is intended to provide them with the knowledge and skills to deal

with the application of ICTs to library and information services. It is also intended for use

by teachers of students in library schools and of personnel in library and information

centers. The Package has been developed by the UNESCO Asia and Pacific Regional

Office with funding from the Japanese Funds in Trust for Communication and

Information.

Rationale In 1961, Marion Harper Jr. wrote, “To manage a business well is to manage its future;

and to manage the future is to manage information.”1 Less than 25 years later, John

Naisbitt, in discussing the ten megatrends in his opinion were happening in the US, said

“None is more subtle, yet more explosive, I think than this first, the megashift from an

industrial to an information society.”2 According to Naisbitt, “In 1950, only 17 percent

of us worked in information jobs. Now more than 60 percent of us work with information

as programmers, teachers, clerks, secretaries, accountants, stock brokers, managers,

insurance people, bureaucrats, lawyers, bankers and technicians.” He groups librarians

among professional workers who “are almost all information workers…”3 Today, society

is in the “Information Age,” an age where information is power.

1 Harper, Marion Jr. 1961. “New profession to aid management,” Journal of Marketing, January, p. 1

2 John Naisbitt entitled Megatrends : Ten new directions transforming our lives (New York, N.Y. : Warner

Books, 1982), p11 3 Ibid, p. 14-15

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Content of the Training Programme The Training Program contains nine modules:

• Module 1 - Introduction to Information and Communication Technologies

• Module 2 - Introduction to Library Automation

• Module 3 - Information Seeking in an Electronic Environment

• Module 4 – Creation and Management of Databases Using CDS/ISIS

• Module 5 - The Internet as an Information Resource

• Module 6 - Web Page Concept and Design: Getting a Web Page Up and Running

• Module 7 - Library Management and Promotion

• Module 8 - Digital Libraries and Open Access

• Module 9 - Intellectual Property Rights in the Digital Age

The Student’s Text contains the following:

• General Guidelines

• Introductory Note

• Rationale

• Content of the Training Programme

• Prerequisites

• Typographical Conventions

• Overview of Module

• Learning Outcomes

• Schedule

• Module Outline

• Grading Policy

• Lessons

• List of Activities

• Reading/Reference List

• Glossary

Prerequisites

The student must have a genuine interest in understanding the impact of new information

technologies on the practice of Library/Information Service.

Typographical Conventions The following conventions are used through out the module.

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Course Guide

General introduction to the Modules

��

Course Objectives

General introduction to the learning outcomes of the Module

Note

General note to the teacher and additional information

Tip

Teaching tips and supplemental materials

Activity

Activity for the students

Assessment

Questions/Activities to measure learning

End of General Guidelines

EIPICT_M7_ST

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Module 7


Student’s Text

Overview

This is the Student’s Text for Module 7 of the Training Programme,

Empowering Information Professionals: A Training Programme on

Information and Communication Technology. Module 7 is about Library

Management and Promotion

Module 7 discusses the concepts and principles of management specifically related to

library management.

��

Learning Outcomes

By the end of the Module, you should have knowledge about and skills

in managing libraries and promoting their services. Specifically, you

should:

1. Understand the functions of management.

2. Appreciate the role of the library manager.

3. Appreciate the common mission, vision and goals of a library.

4. Appreciate the role of marketing and promoting libraries.

Schedule The Module is designed to be taught over three days for a total of 24 hours.

Day Lessons

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Day 1 Lesson 1. Introduction to Library Management

Day 2 Lesson 2. Introduction to Strategic Library Management

Day 3 Lesson 3. Introduction to Marketing and Promotion

Module Outline Lesson 1. Introduction to Library Management

Scope

� What is management?

� What is library management?

� What is the role of the library

manager?

Objectives

By the end of the lesson, you should:

• Understand the functions of management.

• Understand how the principles of

management are applied in a library

setting.

• Appreciate the role of the library

manager.

Lesson 2. Introduction to Strategic Library Management

Scope

�

� What is strategic library

management?

� What are the steps in preparing a

strategic development plan?

� What is the role of library staff in the

preparation of a strategic

development plan?

Objectives

By the end of the lesson you should:

• Understand the meaning of a strategic

library management.

• Be able to identify and define the steps in

preparing a strategic development plan.

• Appreciate the role of staff in preparing a

strategic development plan.

Lesson 3. Introduction to Marketing and Promotion

Scope

� What is marketing?

� What are the elements of marketing?

� What is the role of promotion in

marketing?

Objectives

At the end of this lesson, you should:

� Understand marketing concepts and

principles.

� Have acquired skills in marketing and

promoting library services.

Grading Policy

A score of 50 points is needed to pass the Module. The breakdown of points for the

Module assessment is as follows:

Lessons Points

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Lesson 1.Introduction to Library Management 30

Lesson 2. Introduction to Strategic Library Management 30

Lesson 3. Introduction to Marketing and Promotion 35

End of Overview

Module 7


Student’s Text

The Lessons

Lesson 1: Introduction to Library Management

Lesson 2: Introduction to Strategic Library Management

Lesson 3. Introduction to Marketing and Promotion

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Lesson 1: Introduction to Library Management Slide 1

UNESCO EIPICT MODULE 7. LESSON 1 1


Lesson 1

Library Management

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Slide 2


What is Management?

� Management is a term used to cover the

activities, decisions and responsibilities of

managers in organizations. It is concerned with

making decisions and getting things done

� Plunkett and Attner (1985) define management as

"the process of setting and achieving goals

through the execution of five basic management

functions that utilize human, financial, and

material resources"

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Slide 3


Functions of Management

� According to Plunkett and Attner (1985) the five functions of management are

� planning

� organizing

� staffing

� directing

� controlling

� Other authors also include as managerial functions

� reporting

� budgeting

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Slide 4


What is Planning?

� Planning is the process of

charting the future of the

organization. It maps out

the courses of action that

the organization will take to

reach its goal

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Slide 5


What is Organizing?

� Organizing involves the proper use of

resources to achieve the goal of the

organization

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Slide 6


What is Staffing?

� Staffing involves the recruitment, retention,

training and promotion of personnel

� It entails leadership skills to steer the

actions of all personnel towards the

achievement of a common goal

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Slide 7


What is Directing?

� Directing is concerned with

providing a course of action

for the staff to follow in

achieving the goal of the

organization

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Slide 8


What is Controlling?

� Controlling involves observing

performance standards in the undertaking

of activities designed to achieve the goal

of the organization

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Slide 9


What is Reporting?

� Reporting is concerned with

recording achievements,

problems, procedures, etc.,

for purposes of

documentation and

performance evaluation

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Slide 10


What is Budgeting?

� Budgeting involves

allocating the financial

resources of the

organization

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Slide 11


Managerial Skills

� A manager must possess the following

skills

�Technical

�Human

�Conceptual - must be able to think

�Analytical

�Diagnostic

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Slide 12


What are Technical Skills?

� Technical skill refers to the ability to use

the processes, techniques, technology and

tools of the organization.

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Slide 13


What are Human Skills?

� Human skill refers to the ability to interact

with other persons. It requires leadership

skills.

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Slide 14


What is Conceptual Skill?

� Conceptual skill is the ability to imagine

the interconnectivity of the parts of an

organization, be knowledgeable about

developments in the field and be able to

plan for the future.

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Slide 15


What is Diagnostic Skill?

� Diagnostic skill refers to the

ability to identify needs and

problems and propose

solutions.

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Slide 16


What is Analytical Skill?

� Analytical skill refers to the ability to

assess the parts relative to the whole.

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Slide 17


Performance Evaluation

� Effectiveness - the ability to achieve the

goal of the organization or the impact of

the organization on its target clients.

� Efficiency - the ability to balance output

with input, or achievement of goals versus

cost of achieving the goal

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Slide 18


What is the Role of a Manager?

� The role of the manager is to ensure that

tasks are completed effectively and

efficiently in the pursuit of a common goal.

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Slide 19


The Library

� A library is an organization that is usually managed by two or more people who interact to efficiently and effectively provide information to its clients. It is made up of a collection of information materials (books, journals, AV, online materials), a place to house the collection, and staff to collect, organize and provide access to the collection

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Slide 20


Concerns of Library Managers

� Collection management

� Personnel management

� Service management

� Financial management

� Automation and networking

� Digitization

� Marketing

� Evaluating library/information services

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End of Lesson 1 Module 7

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Lesson 2: Introduction to Strategic Library Management Slide 1

UNESCO EIPICT Module 7. Lesson 1 1


Lesson 2

Introduction to Strategic Library

Management

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Slide 2


Introduction

� All libraries must look into the future

to be able to develop long-term

strategies to meet user needs

� The presentation will provide a brief

overview of marketing concepts and

their applications to library and

information services

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Slide 3


What is Planning?

� According to Massie (1987) “Planning

is an analytical process that involves

an assessment of the future, the

determination of desired objectives in

the context of that future, the

development of alternative courses of

action to reach such objectives and

the selection of a course, or courses

of action from among those

alternatives”

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Slide 4


What is Strategic Management?

� Also known as strategic planning

� Steiner (1979) defines it as

“designing a desired future and

identifying ways to bring it about”

� Involves ideas and actions that are

directed to the long-term future of the

organization

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Slide 5


What are the Steps in/Tasks of Strategic Planning/Management?

� Definition of the library’s mission

� Setting of the library’s goals and objectives

� Designing the business portfolio/crafting a

strategy

� Planning marketing and other functional

strategies

� Thompson and Strickland (1990) add one

more step - evaluating performance

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Slide 6


What is a Mission Statement?

� A statement of the organization’s

purpose--what it wants to accomplish

in the larger environment

� All members of the library must be

aware of and be able to identify the

mission of the library

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Slide 7


What is a Vision Statement?

� A description of the library three to

five years from now

� Provides the library with direction and

a dream of what it wants to be

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Slide 8


A Vision for Academic and Research Libraries

� According to Junow and Webster (1991)”What academic and research libraries will need most as they face an unknowable future is staff who can dream, who have a vision of what they wants their libraries to be, and who believe they can and should try to create that future…Knowing where you want to go…you can exploit today’s opportunities to build a better tomorrow”

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Slide 9


Standards for Libraries

� Present day standards emphasize

access rather than holdings

� ACRL no longer provides a

quantitative measure of the size of the

library. It emphasizes access

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Slide 10


What are Goals?

� Goals are focused statements of

intent. They cover the library’s

function, products, services,

hardware, software, etc., that are

critical to success

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Slide 11


What are Objectives?

� Objectives are short-term and

specific aims of the different library

sub-systems. They are called targets

and are usually part of the annual

plan for purposes of funding.

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Slide 12


What is a Strategy?

� According to Chandler (1962),

strategy is “the determination of the

basic long-term goals and objectives

of an enterprise, and the adoption of

courses of action and the allocation of

resources necessary for carrying out

those goals”

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Slide 13


The Strategic Management Cycle

Library

Mission

Environmental scan


•Internal

•External

User needs analysis

Goals and objectives

•Efficient service

•Effective service

Library Vision


•Staff training

•Product/Service

•Financial

•Market

User responseReview results

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Slide 14


SWOT Analysis

� Conduct a SWOT analysis to determine

� Strengths

� Weaknesses

� Opportunities

� Threats

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Slide 15


PEST Analysis

� Conduct a PEST analysis to determine

� Political situation

� Economic situation

� Social environment

� Technological environment

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Slide 16


Conducting a Systems Study

� To determine system requirements and

strategies to be adopted, conduct a

system study on the

� Acquisitions sub-system

� Cataloging sub-system

� Circulation sub-system

� Reference sub-system

� Serials management sub-system

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Slide 17


Conducting a Systems Study(2)� Likewise a systems study should include

the identification of staff skills and training

needs

� Basic library science skills

� Information science/technology

skills

� It should also determine if user information

needs/seeking behaviors are met by

existing services and products

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Slide 18


Theoretical Model of Strategy

According to Igor Ansoff (1965),

strategic decisions are to be

distinguished from

� administrative (structural) decisions

� operating decisions (tactical)

Strategic decisions focus on product-

market decisions

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Slide 19


Ansoff Model for a Library Setting

Market penetration


products / service to

existing users

Product/Service

Development

e.g. Offer new


existing users

Market Development



new users

Diversification

e.g. Offer new products

/ service to new users

Present products/

Service

New products/

Service

Present

markets

New

markets

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Slide 20


Implementing the Strategy

� According to Rochford (1999),

strategic planning begins by

addressing the following:




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Slide 21


An Implementing Strategy ModelStrategic Choice

(the strategy)

Financial &

Physical

Resources

Managerial

Authority

& Power

(leadership)

Organizational

Structure

(framework)

Organizational &

Individual Values

(culture)

Personal skills &

Development

(resources)Strategy

Implementation

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Slide 22


Who is Responsible for Strategic Management?

� Strategic management is a top-level

and business-level function

� Tactical management is at the

functional and operational levels

� However, personnel at the tactical

level provide information input to

management for use in making

decisions.

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Slide 23


Components of the Development Plan

� Title of the project

� Person responsible, contact address and telephone/fax/e-mail

� Executive summary

� Introduction

� Project description

� Performance measures

� Work plan

� Budgetary requirements

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Slide 24


The Introduction

� Rationale (benefits in using

technology)

� Environmental scan (SWOT, PEST)

� Profile of the library (systems

analysis)

� Needs to be filled

� Vision, mission, philosophy and goals

� Profile of the target market

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Slide 25


The Project Description

� Specific objectives/targets

� Activities

� System specifications

� Monitoring and maintenance

� System evaluation and upgrade

� Costs involved

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Slide 26


Performance Measures

� Performance is measured in terms of

the achievement of established goals

and objectives

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Slide 27


Work Plan

� The plan must include:

� Objectives

� Expected date of completion

� Expected outcome

� Specifications

� Costs involved

� Person responsible

� Possible source of funding

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Slide 28


Summary

� Strategic library management is a

complex undertaking

� The cooperation of all staff in the

library is a key factor in the

successful implementation of the

development plan

� To avoid pitfalls, apply the strategic

management concepts in planning

and managing your library

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Slide 29


Good Luck!

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Lesson 3. Introduction to Marketing and Promotion Slide 1



Lesson 3

Introduction to Marketing and

Promotion

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Slide 2


What is marketing?

� Marketing is the management

process responsible for identifying,

anticipating and satisfying

consumers’ requirements profitably

(Chartered Institute of Marketing)

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Slide 3


What is Marketing? (2)

� Marketing is a social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging products and value with others

(Kotler and Armstrong,1993)

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Slide 4


What is Societal Marketing?

� According to Kotler (1994) “the societal marketing concept holds that the organization’s task is to determine the needs, wants, and interests of target markets and to deliver the desired satisfactions more effectively and efficiently than competitors, in a way that preserves or enhances the consumer’s and the society’s well-being”

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Slide 5


What is Relationship Marketing?

� Webber (1998) refers to relationship

marketing as “the concept which

focuses on a close relationship

between the provider and the user of

the product or service”

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Slide 6


What are the Core Marketing Concepts?

� Needs

� Wants

� Demands

� Products

� Exchange

� Transactions

� Markets


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Slide 7


What is Marketing Management? � The analysis, planning, implementation, and control of programs designed to create, build, and maintain beneficial exchanges with target buyers for the purpose of achieving organizational objectives.

� Carrying out tasks to achieve desired exchanges with target markets

(Kotler and Armstrong, 1993)

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Slide 8


What is the Marketing Process?

� It is the process of analyzing

marketing opportunities, selecting

target markets, developing the

marketing mix, and managing the

marketing effort

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Slide 9


What are the Goals of the Marketing Process?

� Maximize consumption, maximize

consumer satisfaction

� Maximize choice

� Maximize life quality

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Slide 10


What are Marketing Management Philosophies?

� The production concept

� The product concept

� The selling concept

� The marketing concept

� The societal marketing concept

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Slide 11


How do you select your Markets?

� Market Segmentation

� Market Targeting

� Market Positioning

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Slide 12


What is a Marketing Mix?� The marketing mix are variables that the company

blends to produce the desired response in the target market. It consists of the four P’s:

� Product

� Price

� Place

� Promotion

� The four P’s can be extended to include

� People

� Process

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Slide 13


Promotional Activities or Marketing Strategies (1)� Providing your customers with good experiences through efficient and effective service

� Creating an in-house orientation video

� Creating a web site

� Placing announcements in strategic places and in media

� Networking

� Creating brochures

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Slide 14


Promotional Activities or Marketing Strategies (2)

� Giving presentations in various forums

� Setting up product trials

� Sending welcome letters

� Sponsoring book fairs, seminars,

conferences

� Holding an open-house

� Holding exhibitions

� Attending book fairs, seminars,

conferences

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Slide 15



� Broadcasting email messages

� Using bulletin boards

� Writing to actual and potential

customers

� Advertising

� Conducting classes to teach users

new technologies and information

literacy skills

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Slide 16


The Four C’s Marketing Mix

� Customer needs and wants

� Cost to the user

� Convenience

� Communication

� The four C’s can be extended to

include

� People

� Process

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Slide 17


How do you Manage the Marketing Effort?

Putting the marketing mix into action to

achieve objectives involves:

� Analysis

� Planning

� Implementation

� Control

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Slide 18


Marketing Analysis

� Involves an analysis of user needs,

wants and demands

� The results will enable the planner to

identify the market segment and the

target segment for the marketing plan

as well as determine the market share

of the organization

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Slide 19


Market Research� The systematic gathering, recording and analysis of data about problems relating to the marketing of goods and services

� Marketing cycle:

� Define the problem

� Develop a hypothesis

� Decide how to test the hypothesis

� Gather information

� Collate and interpret information

� Make a decision

� Formerly referred to as user studies

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Slide 20


Marketing Plan

� An executive summary

� Current market situation

� Threats and opportunities

� Objectives and issues

� Marketing strategies

� Action programs

� Budgets

� Controls

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Slide 21


Steps in Preparing a Marketing Plan

1. Formulate a mission

2. Review current

position

3. Formulate marketing

objectives

4. Undertake market research

5. Modify marketing objectives6. Formulate marketing

strategies

7. Implement marketing

strategies

8. Monitor success

9. Review strategies -- and

objectives and mission if

necessary

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Slide 22


Marketing Implementation

Successful implementation depends on several interrelated factors:

� A good action program

� The organization’s resources and structure

� The company’s decision and reward system

� Human resources planning

� Company climate and culture

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Slide 23


Marketing Control

The process of measuring and

evaluating the results of marketing

strategies and plans and taking

corrective action to ensure that

marketing objectives are attained. This

is the performance measure

component

� Operating control

� Strategic control

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Slide 24


Strategic Control

� The comprehensive, systematic,

independent and periodic

examination of a company’s

environment, objectives, strategies,

and activities to determine problem

areas and opportunities, and to

recommend a plan of action to

improve the company’s marketing

performance

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Slide 25


Strategic Planning and the Marketing Management Process� The company’s strategic plan establishes the

kind of business the company will be in and

the objectives for each

� Marketing provides a guiding philosophy,

inputs to strategic planners, and strategies

for reaching the objectives of the strategic

business units

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Slide 26


Marketing the Library

� The library gains prestige mainly through the

delivery of quality service. However, it could

also be more aggressive in promoting its

services through strategies mentioned

previously

� Before preparing a marketing plan, the

library must define its target market, and

understand its needs

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Slide 27


Steps in Preparing a Marketing Plan for the Library (Kassel, 1999)� Prepare a mission statement

� List and describe target or niche markets

� Describe your services

� Spell out marketing and promotional strategies

� Identify and understand the competition

� Establish marketing goals that are quantifiable

� Monitor results carefully

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Slide 28


Hints and Tips (Kassel, 1999)

� Concentrate on finding customers who will

continue to use the service.

� Create customer profiles

� Stay focused on target markets

� Be persistent

� Be prepared to revise plan as necessary

� Do not be afraid of failure

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Slide 29


Marketing a Service

� According to Webber (1998) marketing a

service is more expensive than marketing

a tangible product because of the following

characteristics of a service:

� Intangibility

� Inseparability of production and

consumption

� Perishability

� Heterogeneity

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Slide 30


Marketing your Library� Kassel (1999) suggests the following steps:

� Prepare a mission statement



� Spell out marketing or promotional strategies



� Monitor results carefully to determine which strategies are

working and which are not - this involves a user survey for

feedback.

� Kassel also suggests an annual revision of the plan.

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Slide 31


Summary � Tightening budgets and increasing competition from other information providers means that the library must prepare marketing plans to promote its services and image

� Strategies must be used in conjunction with an overall marketing plan and alongside a strategic development plan for the library

� Success depends on careful planning and appropriate response to user needs

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Module 7


Student’s Text

Appendix

Appendix 1: List of Activities

Appendix 2: Reading/Reference List

Appendix 3: Glossary

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Appendix 1: List of Activities

Lesson 1

Module 7

Lesson 1

Activity 1-1

Group yourselves into the type of libraries that you represent. Talk about your

library in terms of the collection size, staff size and qualifications, information

services provided, library automation system and facilities.

http://rizal.lib.admu.edu.ph/rlconflibmgt/HTML%20Files/Presentation%20Pap

ers.html

Module 7

Lesson 1

Activity 1-2

Access the site


ers.html to view papers about library management in the 21st century.

Lesson 2

Module 7

Lesson 2

Activity 2-1

Think of your library. What is the vision and mission of your library? Is the

vision traditional or is it in step with developments in the information industry?

Has the mission changed over the years?



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Module 7

Lesson 2

Activity 2-2

State the goals and the specific objective you want to achieve as a library

manager in accordance with the mission and vision of your library. If you want

you can also create your own vision. Access the following site

http://www.oshkoshpubliclibrary.org/libraryvision.html for a sample vision

statement.

.

Lesson 3

Module 7

Lesson 3

Activity 3.1

Look at the products/services in your library. Which ones are underutilized?

Can a marketing strategy improve the use of the service?

Module 7

Lesson 3

Activity 3.2

1. What are the components of a marketing mix?

2. Write down some promotional activities that you think you can use in

your library. Prepare one poster for one service in your library.

End of Activities Module 7


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Appendix 2: Reference/ Reading List

Module 7

1. Andrews, K. 1987. The Concept of Corporate Strategy. 3rd

. ed. Homewood,

IL : Richard D. Irwin.

2. Ansoff, H. I. 1957. Stategies for diversification. Harvard Business Review.

September-October.

3. Ansoff, H. I. & Mcdonell, E. 1990. Implanting Strategic Management. 2nd

ed. New York: Prentice-Hall.

4. Banun, S. 1998. Marketing information technology (IT) products and

services through libraries: Malaysian experiences. 64th

IFLA General

Conference, August 16-21, 1998. The Hague : IFLA.

5. Berry, L. L. & Parasuraman, A. 1991. Marketing Services: Competing

through Quality. New York: The Free Press.

6. Calabrese, A. 1998. Marketing action planning: the untold story. 64th

IFLA

General Conference, August 16-21, 1998. The Hague : IFLA.

7. Carpenter, B. 1998. Your attention, Please! Marketing today’s libraries:

we’ve got to tell everyone that we are going digital! Computers in libraries

18 (8): 62-66.

8. Chandler, A. D. 1962. Strategy and Structure. Cambridge, MASS: MIT

Press.

9. Chirak, H. 1997. Marketing CD-ROM and other electronic library services.

Computers in libraries, 17 (6):73-76.

10. Claravall, N. J. 2005. Managing Libraries and Information Centers in the

Philippine Setting. La Trinidad, Benguet: Benguet State University.

11. Cole, G. A. 1997. Strategic Management: Theory and Practice. 2nd

ed.

London: Letts Educational.

12. De Pelsmacker, P. et. al. 2004. Marketing Communication: a European

Perspective. 2nd

ed. Harlow: Prentice-Hall.

13. Drucker, P. F. 1954. The Practice of Management. New York: Harper and

Row.

14. Drucker, P. F. 1994. Management: Tasks, Responsibilities, Practices. New

EIPICT_M7_ST

42

York: Harper and Row.

15. Fitzsimmons, J. A. & Fitzsimmons, M. 2004. Service Management:

Operations, Strategy and Information Technology. Boston, MA: Irwin.

16. Gerryts, E. D. 1994. Organizational transformation. Libraries and

Publishers: Proceedings of the IATUL Seminar, Sheffield, U. K. , July 4-8,

1994.

17. Giles, S. & Weatherbee, L. 1999. Creating client profiles in a big medical

library. MLS: Marketing Library Services 13 (1): 1-3.

18. Gorchels, L. M. 1995. Trends in marketing library services, marketing of

library and information services. Library Trends, 43 (3): 494-509.

19. Gorman, G. E. & Clayton P. 1997. Qualitative Research for the

Information Professional. London: Library Association Publishing.

20. Gronroos, C. (2000). Service Management and Marketing: A Customer

Relationship Management Approach. 2nd

ed. Chichester: John Wiley.

21. Helton, R. & Esrock, S. 1998. Positioning and marketing academic libraries

to students. Marketing Library Services, 12 (3) April/May.

http://www.infotoday.com/mls/apr98/howto.htm).

22. Hofer, C. W. & Schendel, D. 1986. Strategy Formulation: Analytical

Concepts. West Publishing.

23. Hoffman, D. K. & Bateson, J. E. G. 2001. Essentials of Services

Marketing: Concepts, Strategies and Cases. 2nd

ed. South-Western College.

24. Johnston, R. & Clark, G. 2005. Service Operations Management:

Improving Service Delivery. 2nd

ed. Harlow: Prentice-Hall.

25. Junow, S. & Webster, D.E. 1991. Building new features for research

libraries. Journal of Library Administration, 14 (2): 7.

26. Kassel, A. 1999. How to write a marketing plan. MLS: Marketing Library

Services 13 (5)

27. Kotler, P. 1991. Marketing Management: Analysis, Planning,

Implementation and Control, 7th ed. Englewoods Cliffs, NJ: Prentice-Hall.

28. Kotler, P. & Armstrong, G. 1993. Marketing: An Introduction. 3rd

. ed.

Englewood Cliffs, New Jersey: Prentice-Hall International.

29. Line, M.B., ed. 1990. Academic Library Management. London: Library

Association.

30. Lovelock, C. & Wright, L. 2002. Principles of Service Marketing and

Management. 2nd

ed. Upper Saddle River, NJ: Prentice-Hall.

31. McCarthy, E. J. 1960. Basic Marketing: A Managerial Approach.

Homewood, IL: Irwin.

32. Massie, J. L. 1987. Essentials of Management. 4th ed. Englewood Cliffs,

NJ: Prentice-Hall.

33. Miller, K. 1996. How to put together an effective brochure. MLS:

Marketing Library Services, 10 (7): 3-4.

34. Mintzberg , H. & Quinn, J. B. 1991. The Strategy Process: Concepts

Contexts, Cases. 2nd

ed. Englewood Cliffs, NJ: Prentice-Hall International.

35. Pearce, J. H. & Robinson, R. B. 1989. Management. New York: Random

House.

36. Plunkett, W. R. & Attner, R. F. 1985. Introduction to Mangement. 2nd

ed.

http://www.infotoday.com/mls/apr98/howto.htm

EIPICT_M7_ST

43

Boston, MA: PWS-Kent Pub.

37. Putman, A. 1990. Marketing your Services: A Step-by-step Guide for

Small Businesses and Professionals. New York: John Wiley.

38. Renborg, G. 1997. Marketing library services: how it all began. 63rd

IFLA

General Conference proceedings, August 31-September 5, 1997.The

Hague: IFLA, 1997)

39. Rochford, C. 1996. Handbook for Strategic Planning. Airedale Group.


40. Schoderbeck, P. P. 1990. Management Systems. Homewood, IL: BPI/Irwin.

41. Slater, M., ed. 1990. Research Methods in Library and Information Studies.

London: Library Association.

42. Steiner, G. S. 1979. Strategic Management. New York: The Free Press.

43. Taylor, B. & Sparkes, J.R. 1979. Corporate Strategy and Planning.

London: Heineman.

44. Thompson, A. & Strickland, A. J. 1995. Strategic Management: Concepts

and Cases. 9th ed. Homewood, IL: Richard D. Irwin.

45. University of Memphis. 1999. Information Technology Strategic Plan, FY

99-00. (Draft 5/18/99) (Available at http://www.umemphis)

46. Varey, R. J. 2002. Marketing Communication: Principles and Practice.

London: Routledge

47. Ward, S. 1997. Starting and Managing Fee-based Services in Academic

Libraries. Kidlington: JAI Press.

48. Webber, S. 1998. Marketing Library and Information Services

http://www.dis.strath.ac.uk)

49. Wee, J. 2003) Marketing and Promotion of Library Services. Topical Brief

http://www.consal.org.sg/resource/brief/default.asp?)

50. Weinstein, L. M. & Annavarjula, M. 2001. Marketing Management: Cases

for Creative Problem Solving. South-Western College.

End of Reference/Reading List Module 7


http://www.umemphis

http://www.dis.strath.ac.uk

http://www.consal.org.sg/resource/brief/default.asp?

EIPICT_M7_ST

44

Appendix 3: Glossary

Module 7

1. Analytical skill. The ability to separate the whole into its component

parts in order to assess the situation or condition. It requires skill in

thinking and reasoning.

2. Communication. Advertising and other promotional activities to make

the product known in the market.

3. Conceptual skill. The ability to see the big picture and the

interrelationships of the parts to the whole. It requires in-depth

knowledge of the mission, vision and goals of the organization.

4. Controlling. A management function concerned with establishing

standards of excellence or performance that the organization must

observe. It involves monitoring.

5. Convenience. Refers to the location of the service. With the

proliferation of information technologies, library users prefer a service

that can be obtained remotely.

6. Cost. The price is actually the cost of the service to the user. The

provision of service must meet the demand for it.

7. Customer. The user. A user need analysis must be conducted to

identify the needs and wants of a user.

8. Demands. Human wants that are backed by buying power or resources.

9. Diagnostic skill. The ability to investigate the cause or nature of a

condition, situation or problem. It requires identification of problems

and their possible causes.

10. Directing. A management function concerned with providing direction

to the members of the organization to achieve their objectives. It

involves communicating.

11. Effectiveness. Refers to the degree of achievement of organizational

goals.

12. Efficiency. The ratio of the amount of resources used relative to the

achievement of the goal.

EIPICT_M7_ST

45

13. Exchange. The act of obtaining a desired product or service by offering

something in return.

14. Goal. The general and ultimate ends toward which the services of an

organization are aimed. Goals answer the question, where are we

going? Goals are focused statements of intent. They cover the

organization’s functions, products, services, equipment, software, etc.

that are critical to success.

15. Human skill. The ability to interact and communicate with personnel

and other people.

16. Management. Plunkett and Attner (1985) define management as "the

process of setting and achieving goals through the execution of five

basic management functions that utilize human, financial, and material

resources." Pearce and Robinson (1989) likewise define management as

“the process of optimizing human, material and financial contributions

for the achievement of organizational goals.”

17. Market segmentation. The breaking down of potential customers into

groups with shared characteristics to provide the product and service

tailored for their needs.

18. Market research. The systematic gathering, recording and analysis of

data about problems relating to the marketing of goods and services.

The data is gathered from existing and potential markets in the form of

a survey or interview. In the library it was formerly referred to as user

studies. The technique includes community profiling, surveys, focus

groups, etc.

19. Marketing mix. Variables that the company blends to produce the

desired response in the target market. It consists of either the four P’s

(product, price, place, promotion), or the four C's (customer, cost,

convenience, communication). In addition, to either classification can

be added two more P's, namely people and process.

20. Marketing. “The management process responsible for identifying,

anticipating and satisfying consumers’ requirements profitably.

(Chartered Institute of Marketing). Kotler and Armstrong (1993) define

it as a social and managerial process by which individuals and groups

obtain what they need and want through creating and exchanging

products and value with others.

21. Marketing analysis or audit. Managing the marketing effort begins

with an analysis of the internal and external organizational situation. It

is a process that stabilizes where an organization is and why.

22. Marketing management. The analysis, planning, implementation, and

control of programs designed to create, build, and maintain beneficial

exchanges with target buyers for the purpose of achieving

organizational objectives.

23. Marketing management process. The process of analyzing marketing

opportunities, selecting target markets, developing the marketing mix,

and managing the marketing effort. Its goals are to maximize

consumption, maximize consumer satisfaction, maximize choice and

EIPICT_M7_ST

46

maximize life quality.

24. Marketing plan. The marketing plan contains an executive summary, a

table of contents, a description of the current market situation, threats

and opportunities, objectives and issues, marketing strategies, action

programs, budget, and controls.

25. Markets. The processes by which individuals and groups obtain what

they need and want by creating and exchanging products and value with

others.

26. Mission. The specific and well-defined roles on which the organization

elects to concentrate its efforts. The mission answers the question, what

are we doing?

27. Needs. Recognized deprivation. There are two ways of responding to it.

One is by satisfying the need, the other is by reducing the need.

28. Objectives. The short-term and specific aims of different library

subsystems. They are also called targets. They are usually part of

annual plans and are used for purposes of budgeting. Objectives are

linked to day-to-day operations and are measured in terms of output and

efficiency.

29. Organizing. A management function concerned with putting together

resources that will achieve the goals of the organization.

30. PEST analysis. A method of evaluating the current situation. It

measures the political, economic, social and tecnological conditions

faced by the library.

31. People. The users of the service and the people behind the service. The

needs, wants, and demands of people must be considered in the

marketing mix.

32. Place. The location where the service is provided. The service may be

provided in the library or it may be requested online or by phone and

the material sent to the home of the library user or to his computer.

33. Planning. A management function that maps out the courses of action

that the organization will take. According to Massie (1987), “Planning

is the process by which a manager looks to the future and discovers

alternative courses of action.”

34. Policy. A guide for making decisions. It provides guides for getting

there. It is an understanding between members of a group that makes

the actions of each member of the group in a given set of circumstances

more predictable to other members.

35. Price. Pricing strategy. Fee based or not? The service may be for free

or for a fee. For example, interlibrary loans may be provided free of

charge by some libraries but may be charged to the borrowing library or

the user in some libraries.

36. Process. The manner in which the service is provided.

37. Product. Anything that can be offered to satisfy a need or want. It can

be a service. According to Webber (1995), “Information scientists are

often providing services (e.g. advice, or searches, rather than physically

distinct products”. In the library this is equated to service. This P refers

EIPICT_M7_ST

47

to the different services offered by the library.

38. Promotion. Advertising and personal selling to make the product

known to the target market are examples of promotional activities.

Libraries normally do not market or promote their services

aggressively. In current practice, more and more libraries have started

to advertise their services to make them known to the public.

39. SWOT analysis. A method of evaluating the situation. It measures

strengths, weaknesses, opportunities and threats to the organization.

40. Staffing. A management function concerned with recruitment,

retention, and training of personnel.

41. Strategic management or planning. Steiner (1979) defines it as

“designing a desired future and identifying ways to bring it about”.

Kotler and Armstrong (1993), defines strategic planning as “the process

of developing and maintaining a strategic fit between the organization’s

goals and capabilities and its changing marketing opportunities.”

42. Strategy. Chandler (1962) defines strategy as “the determination of the

basic long-term goals and objectives of an enterprise, and the adoption

of courses of action and the allocation of resources necessary for

carrying out those goals.” It is the common threads of thought for

facing risks and uncertainty, seizing the opportunities presented by the

environment, and using the distinctive competencies of the resources of

the organization. Strategy answers the questions, in what direction are

we headed and what routes have we selected?

43. Technical skill. The ability to use the tools of the organization. These

tools include processes, techniques, and technology.

44. Transactions. The trade of values between two parties. It is the unit of

measurement of marketing.

45. Vision. A description of the library five or so years from now. It

provides the library with direction and a dream of what it wants to be.

46. Wants. Human needs that are shaped by experience, culture, peer

group, etc. Wants are satisfied through appropriate products or services.

CONGRATULATIONS! YOU HAVE JUST FINISHED MODULE 7.



Lesson 1

Library Management


What is Management?

� Management is a term used to cover the

activities, decisions and responsibilities of

managers in organizations. It is concerned with

making decisions and getting things done

� Plunkett and Attner (1985) define management as

"the process of setting and achieving goals

through the execution of five basic management

functions that utilize human, financial, and

material resources"


Functions of Management

� According to Plunkett and Attner (1985) the five functions of management are

� planning

� organizing

� staffing

� directing

� controlling

� Other authors also include as managerial functions

� reporting

� budgeting


What is Planning?

� Planning is the process of

charting the future of the

organization. It maps out

the courses of action that

the organization will take to

reach its goal


What is Organizing?

� Organizing involves the proper use of

resources to achieve the goal of the

organization


What is Staffing?

� Staffing involves the recruitment, retention,

training and promotion of personnel

� It entails leadership skills to steer the

actions of all personnel towards the

achievement of a common goal


What is Directing?

� Directing is concerned with

providing a course of action

for the staff to follow in

achieving the goal of the

organization


What is Controlling?

� Controlling involves observing

performance standards in the undertaking

of activities designed to achieve the goal

of the organization


What is Reporting?

� Reporting is concerned with

recording achievements,

problems, procedures, etc.,

for purposes of

documentation and

performance evaluation


What is Budgeting?

� Budgeting involves

allocating the financial

resources of the

organization


Managerial Skills

� A manager must possess the following

skills

�Technical

�Human

�Conceptual - must be able to think

�Analytical

�Diagnostic


What are Technical Skills?

� Technical skill refers to the ability to use

the processes, techniques, technology and

tools of the organization.


What are Human Skills?

� Human skill refers to the ability to interact

with other persons. It requires leadership

skills.


What is Conceptual Skill?

� Conceptual skill is the ability to imagine

the interconnectivity of the parts of an

organization, be knowledgeable about

developments in the field and be able to

plan for the future.


What is Diagnostic Skill?

� Diagnostic skill refers to the

ability to identify needs and

problems and propose

solutions.


What is Analytical Skill?

� Analytical skill refers to the ability to

assess the parts relative to the whole.


Performance Evaluation

� Effectiveness - the ability to achieve the

goal of the organization or the impact of

the organization on its target clients.

� Efficiency - the ability to balance output

with input, or achievement of goals versus

cost of achieving the goal


What is the Role of a Manager?

� The role of the manager is to ensure that

tasks are completed effectively and

efficiently in the pursuit of a common goal.


The Library

� A library is an organization that is usually managed by two or more people who interact to efficiently and effectively provide information to its clients. It is made up of a collection of information materials (books, journals, AV, online materials), a place to house the collection, and staff to collect, organize and provide access to the collection


Concerns of Library Managers

� Collection management

� Personnel management

� Service management

� Financial management

� Automation and networking

� Digitization

� Marketing

� Evaluating library/information services



Lesson 2

Introduction to Strategic Library

Management


Introduction

� All libraries must look into the future

to be able to develop long-term

strategies to meet user needs

� The presentation will provide a brief

overview of marketing concepts and

their applications to library and

information services


What is Planning?

� According to Massie (1987) “Planning

is an analytical process that involves

an assessment of the future, the

determination of desired objectives in

the context of that future, the

development of alternative courses of

action to reach such objectives and

the selection of a course, or courses

of action from among those

alternatives”


What is Strategic Management?

� Also known as strategic planning

� Steiner (1979) defines it as

“designing a desired future and

identifying ways to bring it about”

� Involves ideas and actions that are

directed to the long-term future of the

organization


What are the Steps in/Tasks of Strategic Planning/Management?

� Definition of the library’s mission

� Setting of the library’s goals and objectives

� Designing the business portfolio/crafting a

strategy

� Planning marketing and other functional

strategies

� Thompson and Strickland (1990) add one

more step - evaluating performance


What is a Mission Statement?� A statement of the organization’s

purpose--what it wants to accomplish

in the larger environment

� All members of the library must be

aware of and be able to identify the

mission of the library


What is a Vision Statement?

� A description of the library three to

five years from now

� Provides the library with direction and

a dream of what it wants to be


A Vision for Academic and Research Libraries

� According to Junow and Webster (1991)”What academic and research libraries will need most as they face an unknowable future is staff who can dream, who have a vision of what they wants their libraries to be, and who believe they can and should try to create that future…Knowing where you want to go…you can exploit today’s opportunities to build a better tomorrow”


Standards for Libraries

� Present day standards emphasize

access rather than holdings

� ACRL no longer provides a

quantitative measure of the size of the

library. It emphasizes access


What are Goals?

� Goals are focused statements of

intent. They cover the library’s

function, products, services,

hardware, software, etc., that are

critical to success


What are Objectives?

� Objectives are short-term and

specific aims of the different library

sub-systems. They are called targets

and are usually part of the annual

plan for purposes of funding.


What is a Strategy?

� According to Chandler (1962),

strategy is “the determination of the

basic long-term goals and objectives

of an enterprise, and the adoption of

courses of action and the allocation of

resources necessary for carrying out

those goals”


The Strategic Management Cycle

Library

Mission

Environmental scan


•Internal

•External

User needs analysis

Goals and objectives

•Efficient service

•Effective service

Library Vision


•Staff training

•Product/Service

•Financial

•Market

User responseReview results


SWOT Analysis

� Conduct a SWOT analysis to determine

� Strengths

� Weaknesses

� Opportunities

� Threats


PEST Analysis

� Conduct a PEST analysis to determine

� Political situation

� Economic situation

� Social environment

� Technological environment


Conducting a Systems Study

� To determine system requirements and

strategies to be adopted, conduct a

system study on the

� Acquisitions sub-system

� Cataloging sub-system

� Circulation sub-system

� Reference sub-system

� Serials management sub-system


Conducting a Systems Study(2)� Likewise a systems study should include

the identification of staff skills and training

needs

� Basic library science skills

� Information science/technology

skills

� It should also determine if user information

needs/seeking behaviors are met by

existing services and products


Theoretical Model of Strategy

According to Igor Ansoff (1965),

strategic decisions are to be

distinguished from

� administrative (structural) decisions

� operating decisions (tactical)

Strategic decisions focus on product-

market decisions


Ansoff Model for a Library Setting

Market penetration



existing users

Product/Service

Development

e.g. Offer new


existing users

Market Development



new users

Diversification

e.g. Offer new products

/ service to new users

Present products/

Service

New products/

Service

Present

markets

New

markets


Implementing the Strategy

� According to Rochford (1999),

strategic planning begins by

addressing the following:





An Implementing Strategy Model

Strategic Choice

(the strategy)

Financial &

Physical

Resources

Managerial

Authority

& Power

(leadership)

Organizational

Structure

(framework)

Organizational &

Individual Values

(culture)

Personal skills &

Development

(resources)Strategy

Implementation


Who is Responsible for Strategic Management?

� Strategic management is a top-level

and business-level function

� Tactical management is at the

functional and operational levels

� However, personnel at the tactical

level provide information input to

management for use in making

decisions.


Components of the Development Plan

� Title of the project

� Person responsible, contact address and telephone/fax/e-mail

� Executive summary

� Introduction

� Project description

� Performance measures

� Work plan

� Budgetary requirements


The Introduction

� Rationale (benefits in using

technology)

� Environmental scan (SWOT, PEST)

� Profile of the library (systems

analysis)

� Needs to be filled

� Vision, mission, philosophy and goals

� Profile of the target market


The Project Description

� Specific objectives/targets

� Activities

� System specifications

� Monitoring and maintenance

� System evaluation and upgrade

� Costs involved


Performance Measures

� Performance is measured in terms of

the achievement of established goals

and objectives


Work Plan

� The plan must include:

� Objectives

� Expected date of completion

� Expected outcome

� Specifications

� Costs involved

� Person responsible

� Possible source of funding


Summary

� Strategic library management is a

complex undertaking

� The cooperation of all staff in the

library is a key factor in the

successful implementation of the

development plan

� To avoid pitfalls, apply the strategic

management concepts in planning

and managing your library


Good Luck!



Lesson 3

Introduction to Marketing and

Promotion


What is marketing?

� Marketing is the management

process responsible for identifying,

anticipating and satisfying

consumers’ requirements profitably

(Chartered Institute of Marketing)


What is Marketing? (2)

� Marketing is a social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging products and value with others



What is Societal Marketing?

� According to Kotler (1994) “the societal marketing concept holds that the organization’s task is to determine the needs, wants, and interests of target markets and to deliver the desired satisfactions more effectively and efficiently than competitors, in a way that preserves or enhances the consumer’s and the society’s well-being”


What is Relationship Marketing?

� Webber (1998) refers to relationship

marketing as “the concept which

focuses on a close relationship

between the provider and the user of

the product or service”


What are the Core Marketing Concepts?

� Needs

� Wants

� Demands

� Products

� Exchange

� Transactions

� Markets



What is Marketing Management? � The analysis, planning, implementation, and control of programs designed to create, build, and maintain beneficial exchanges with target buyers for the purpose of achieving organizational objectives.

� Carrying out tasks to achieve desired exchanges with target markets

(Kotler and Armstrong, 1993)


What is the Marketing Process?

� It is the process of analyzing

marketing opportunities, selecting

target markets, developing the

marketing mix, and managing the

marketing effort


What are the Goals of the Marketing Process?

� Maximize consumption, maximize

consumer satisfaction

� Maximize choice

� Maximize life quality


What are Marketing Management Philosophies?� The production concept

� The product concept

� The selling concept

� The marketing concept

� The societal marketing concept


How do you select your Markets?

� Market Segmentation

� Market Targeting

� Market Positioning


What is a Marketing Mix?� The marketing mix are variables that the company

blends to produce the desired response in the target market. It consists of the four P’s:

� Product

� Price

� Place

� Promotion

� The four P’s can be extended to include

� People

� Process


Promotional Activities or Marketing Strategies (1)� Providing your customers with good experiences through efficient and effective service

� Creating an in-house orientation video

� Creating a web site

� Placing announcements in strategic places and in media

� Networking

� Creating brochures



� Giving presentations in various forums

� Setting up product trials

� Sending welcome letters

� Sponsoring book fairs, seminars,

conferences

� Holding an open-house

� Holding exhibitions

� Attending book fairs, seminars,

conferences



� Broadcasting email messages

� Using bulletin boards

� Writing to actual and potential

customers

� Advertising

� Conducting classes to teach users

new technologies and information

literacy skills


The Four C’s Marketing Mix

� Customer needs and wants

� Cost to the user

� Convenience

� Communication

� The four C’s can be extended to

include

� People

� Process


How do you Manage the Marketing Effort?

Putting the marketing mix into action to

achieve objectives involves:

� Analysis

� Planning

� Implementation

� Control


Marketing Analysis

� Involves an analysis of user needs,

wants and demands

� The results will enable the planner to

identify the market segment and the

target segment for the marketing plan

as well as determine the market share

of the organization


Market Research� The systematic gathering, recording and analysis of data about problems relating to the marketing of goods and services

� Marketing cycle:

� Define the problem

� Develop a hypothesis

� Decide how to test the hypothesis

� Gather information

� Collate and interpret information

� Make a decision

� Formerly referred to as user studies


Marketing Plan

� An executive summary

� Current market situation

� Threats and opportunities

� Objectives and issues

� Marketing strategies

� Action programs

� Budgets

� Controls


Steps in Preparing a Marketing Plan

1. Formulate a mission

2. Review current

position

3. Formulate marketing

objectives

4. Undertake market research

5. Modify marketing objectives6. Formulate marketing

strategies

7. Implement marketing

strategies

8. Monitor success

9. Review strategies -- and

objectives and mission if

necessary


Marketing ImplementationSuccessful implementation depends on several interrelated factors:

� A good action program

� The organization’s resources and structure

� The company’s decision and reward system

� Human resources planning

� Company climate and culture


Marketing Control

The process of measuring and

evaluating the results of marketing

strategies and plans and taking

corrective action to ensure that

marketing objectives are attained. This

is the performance measure

component

� Operating control

� Strategic control


Strategic Control

� The comprehensive, systematic,

independent and periodic

examination of a company’s

environment, objectives, strategies,

and activities to determine problem

areas and opportunities, and to

recommend a plan of action to

improve the company’s marketing

performance


Strategic Planning and the Marketing Management Process� The company’s strategic plan establishes the

kind of business the company will be in and

the objectives for each

� Marketing provides a guiding philosophy,

inputs to strategic planners, and strategies

for reaching the objectives of the strategic

business units


Marketing the Library

� The library gains prestige mainly through the

delivery of quality service. However, it could

also be more aggressive in promoting its

services through strategies mentioned

previously

� Before preparing a marketing plan, the

library must define its target market, and

understand its needs


Steps in Preparing a Marketing Plan for the Library (Kassel, 1999)� Prepare a mission statement



� Spell out marketing and promotional strategies



� Monitor results carefully


Hints and Tips (Kassel, 1999)

� Concentrate on finding customers who will

continue to use the service.

� Create customer profiles

� Stay focused on target markets

� Be persistent

� Be prepared to revise plan as necessary

� Do not be afraid of failure


Marketing a Service

� According to Webber (1998) marketing a

service is more expensive than marketing

a tangible product because of the following

characteristics of a service:

� Intangibility

� Inseparability of production and

consumption

� Perishability

� Heterogeneity


Marketing your Library� Kassel (1999) suggests the following steps:

� Prepare a mission statement



� Spell out marketing or promotional strategies



� Monitor results carefully to determine which strategies are

working and which are not - this involves a user survey for

feedback.

� Kassel also suggests an annual revision of the plan.


Summary � Tightening budgets and increasing competition from other information providers means that the library must prepare marketing plans to promote its services and image

� Strategies must be used in conjunction with an overall marketing plan and alongside a strategic development plan for the library

� Success depends on careful planning and appropriate response to user needs

a training programme on information and communication technology, module 7: library manage

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