To fulfill its mission supporting the goals of a school, a
library media center has to be used -- first impressions are
important. It is important to consider and avoid anything that makes
people view your program unfavorably. Creating a good impression
with teachers is the key to success.
Even if a program is well run, this does not good if
people don't recognize it. It is common to take things remember bad
experiences and forget when things are alright. Marketers know this
-- that is why they spend millions on advertising. It is not enough
to satisfy a customers need -- one has to be viewed as the best route for
fulfilling that need. According to the book, Marketing Without
Advertising, "Ford Motor Company estimates that a dissatisfied car owner tells 22 people, while a satisfied car owner tells eight." (Michael Phillips and Salli
Rasberry, , 2d ed., Berkeley, CA: Nolo Press, 1997, 2.5.). In many
ways, marketing comes down to effectively communications. Of
course, marketing a good product is easier than pushing a bad one.
Start a marketing plan by determining a vision for the program
implementing that vision using available resources. Think about
these questions:
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Who are you? |
 |
Who do you want to be? |
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What do you do? |
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What should you do? |
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For whom...? |
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What do they need? |
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What should you be doing in three years? |
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What are your assets? |
Marketing Plan
While communications and creating awareness are both
important parts of marketing, it is actually more. Marketing also
focuses on:
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Public awareness, i.e., presenting your image |
 |
Dissemination of information on your current materials and
services |
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Developing services or products to meet identified needs |
This last point must be based on some type of market
research to
determine users needs and how users perceive them. Learn about the needs of clients
is the starting point.
In a school, that may include teachers, administrators, students,
parents, community, employees, etc. In a public library, there is a
much great number of market segments (e.g., general public, media,
high school students, children, physically disadvantaged, senior
citizens, donors, business community, local college students, staff,
political leaders, ethnic groups, government agencies, trustees,
volunteers). Identify Stakeholders The
goal is to develop an Understanding about who currently uses the library media center
and identify those who could potentially benefit from library media
programs, but are not current
users. In schools, they are probably in same building, but
you may also serve community members or people from other schools in
the district. Identify Needs A
survey is a good place to start, be be careful -- results can very widely
depending on how questions are written or even placed in the survey.
Also, it is hard to get people to return surveys. Don't assume that
non-responders would have answered the same way as the responders -- in
fact, those that choose not to participate might be the those who don't currently value your services.
The opinions and perceptions of those people are important. Often just talking to people and really listening to their answers is
the best way to get this information. Observation, in the
library media center and throughout the school, is also important -- a
library media specialist may be able to identify unmet needs before the teachers themselves
can. Don't try to market a program that has
little value to users. It is better to spend time, energy, and
resources determining users needs and working to build a bridge between
those needs, the school mission, and the school library media
center. Are there certain times of year when different needs emerge? Do
different teachers and students have regularly predictable needs?
Can previous years help anticipate some needs? Can teachers identify
needs periodically throughout the year? Satisfy
Needs To get started, ask which needs are currently being
met, Be sure to ask both those satisfied with your services and those who
are not current users. Even if their are some negative feelings,
hearing complaints is vital to create programs to serve more users. Perceptions Determining
how stakeholders view the library media center is also important. Do
people see the program as responsive to their (or the school's) needs or just a place
to drop off their kids when they need a break? Do they think the LMS
is too busy to ask for help? Do they see the LMS as possessing skills
that complement their own? Many teachers have turned to the public library to
fulfill unmet needs or are viewing the Internet as providing
everything they need. Do they feel students are getting all the
library skills they need in English class? Look at the competition and see where
it will be possible to "win" back users to resources and services
that more directly meet user's needs. Keep
Current in the Field Learning about library media centers
and "best practices" is probably the best way to learn about
successful program and marketing strategies. WEMA, keeping in touch
with peers, and professional journals are the best way to learn from the
successes of others. What to Market? What can
be identified in each of these
categories in the library media center?
 |
Services considered a priority by a majority of your users
(i.e. Teaching
information seeking skills to students) |
 |
Services offered because a need exists (i.e. Locating resources to meet
needs of exceptional education students) |
 |
Services that should be provided but are not requested
(i.e. Interlibrary
loan) |
 |
New services (i.e. Working with teachers to develop assessment instrument
for multimedia products |
 |
New resources (i.e. New database on contemporary authors) |
 |
New equipment (i.e. Digital video camera) |
Determine Outside Factors that Impact the Library Media
Center
 |
Political (i.e. ush for high stakes testing) |
 |
Regulatory (i.e. New teacher licensing regulations that require
professional development plans) |
 |
Economic (i.e. Declining school age population that impacts budget
allocations) |
 |
Social (i.e. Increasing variety of cultures in a school) |
 |
Technical (i.e. Internet access in each classroom) |
Conduct a Benefit Analysis
-
List the services the LMC offers and their features
-
Examine each feature in terms of its advantages to prospective users (Feature / Benefit Analysis)
-
Develop a matrix of services / resources and their benefits to groups of users. Be sure to include:
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Feature fact or attribute of library
resources or services, used or not
 |
Badgerlink databases |
|
 |
Benefits of the feature for different user
groups
 |
Allow access to magazine citations and fulltext
through the Internet on classroom, library, and home computers |
|
 |
Proof ways to show the relation between the
feature and its benefits to specific users
 |
Show teacher(s) how a specific database could be
used for classroom assignment |
|
 |
Approaches best methods to present the
benefits
 |
One on one demonstration to a teacher or to a group
of teachers in the same content area |
|
 |
Timing best time to present the benefits
 |
During teacher prep time at his/her convenience or
during department or grade level meeting |
|
Find areas where the increasing burdens being placed on
classroom teachers can be lightened. For example, Badgerlink databases
allow access to magazine citations and fulltext
through the Internet on classroom, library, and home computers. Show
teacher(s) how a specific database could be used for classroom
assignment. Depending on what is more convenient, try a one-on-one demonstration to a teacher or to a group of
teachers in the same content area or during teacher prep time at his/her
convenience or during department or grade level meeting
Develop Strategy to Meet Needs
 |
Determine best way to get information to appropriate users. |
 |
What has worked or not worked in the past? Why? |
Build Support
Let staff, students and teachers be advocates for the
program. As Beth Carpenter stated, "Word of mouth is
perhaps the most important marketing tool in existence."
The authors of
Marketing Without Advertising make a good point when they state,
"The
idea of people making recommendations to other people is so familiar
to us that it often takes a big stretch of the imagination to
understand what a significant factor it can be ..." (Your
attention, please! Marketing today's libraries, Computers in
Libraries, Sep98, Vol. 18 Issue 8).
Evaluate Effectiveness
Determine and continually monitor the results of all of
these suggestions. Did the library media center increase demand,
reach new users, or accentuate a
new service or resource?
Top
Promotional Activities
Promotion is one aspect of marketing. You can take your cue from the
ad agencies that are paid big bucks to create promotional activities
for their products.
Develop a Theme
Watching commercials or looking at ads allows one to examine many
successful (and some not too successful) promotional activities.
What themes can be used to identify the LMC program or a
specific service or resource?
These articles / sites provide some
ideas for different types of libraries. You may find it useful to skim
one or more of these before doing the activity.
 | Motivational
Ideas for Children's Book Week |
 | School
library Media Day |
 | Carpenter, Beth. Your
attention, please! Marketing today's libraries. Computers in
Libraries, Vol. 18, Issue 8. |
 | Jarvis, Margo. Anatomy
of a marketing campaign. Computers in Libraries, Vol. 18,
Issue 8 (statewide campaign for something like Badgerlink) |
 | Dodsworth, Ellen. Marketing
academic libraries: A necessary plan. Journal of Academic
Librarianship, Vol. 24, Issue 4 (academic library examples) |
Personalize Service
Working with stakeholders is important. Not only
does this directly communicate with users the degree to which the library
media program can support them, it results in better services and builds
support. Here are some examples of personalizing services:
 |
Develop a resource list or category in the online catalog for a
teacher's yearly unit. |
 |
Meet individually with a teacher for technology
training on an area they identify. |
 |
Sell survival skills and/or lifelong learning |
 |
Help a teacher adapt a lesson for a special needs student in the
class. |
 |
Provide resources for a teacher's professional development
plan. In some respects, you are using a fear of the future to help
people prepare themselves. |
 |
Get involved in all curriculum areas |
 |
Don't forget those people in auto mechanics or physical education.
They may not be regular library users but they may benefit from some
of your resources or skills you can teach their students. Get involved
on curriculum committees to keep up on new developments. |
 |
Become part of every class |
 |
Even those curmudgeons have needs that you could potentially satisfy.
It's a matter of determining what they are and providing the resources
or services at the point of need. |
 |
Thrive on chaos |
 |
Try things others have tried before and learn from your mistakes if it
fails. Don't reinvent the wheel. |
 |
Make the ordinary sound special |
 |
Put something in a new package and often people will flock to it.
Macintosh computer learned this when they changed the look of their
computers in recent years. (Of course, they also continued to improve
their offerings, but people were drawn in mainly by the new
look.) |
Be Positive
People are drawn to positive people rather than those who can only see the negative.
Entertain
Why do people tune into the Super Bowl during the commercials? Many do it just for the entertainment value. We've all gone to inservices where the speaker was entertaining, and we probably paid more attention because of it.
Be Creative
Nothing says you have to continue the standard monthly newsletter of your predecessor that never was read anyway. Think about changing it radically or using something entirely different. Consider all alternatives, no matter how wacky they seem at first.
Change Habits Slowly
Just like kids learning new skills, you have to start slowly and build on your successes. Teachers took many years to develop to where they are currently, so don't expect overnight changes. Reward them for small steps and help them start from where they are and move forward. Think about Hartzell's idea of commitment -- people who commit are more likely to continue. Don't try a one-size-fits-all approach and give change time.
Get Out of the Library Media Center and Make
Contacts
You'll never make headway if you expect everyone to come to you. Eat lunch with other teachers. Participate in school activities. Go to teachers' classrooms to talk to them. Attend school presentations to find out what is going on in different classrooms. Stand in the hall as classes change and grab passing teachers. Work as a team with teachers.
Be Proactive
Don't just talk about it; do it! Make this one of your goals for the year. Create circumstances that are ripe for change. Lead the charge.
Use a variety of techniques or media
Examples from the advertising world include:
 |
Space and time advertising (e.g., direct mailing, news releases, TV, newsletters) |
 |
Loudspeaker advertising (e.g., morning announcements over the intercom) |
 |
Mailings (e.g., notes, memos, notices in homerooms) |
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Sales presentation (e.g., new materials at teachers' meeting, rewards of sample products) |
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Contests (e.g., prizes, uses to expand the market) |
 |
Free samples (e.g., bookmarks, posters, production workshop) |
 |
Displays, signs (e.g., billboards, point-of-sale display) |
 |
Sales literature (e.g., bibliographies, flyers on workshop or speaker) |
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Brochures |
 |
Formal presentation |
Persuasive Techniques
We can also learn much about promotion from the research on persuasion in advertising. Look at tv, print advertisements, political speeches, sales pitches, and store displays to see if you can recognize some of these.
Some of the techniques that are used in the business
world, as determined by marketing researchers, include:
 |
Appeal to common folks |
 |
Testimonials |
 |
Bandwagon |
 |
Appeal to fear |
 |
Glittering generalities |
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Name calling (linking a person or idea with a negative symbol) |
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Transfer (carrying over the authority, sanction, or prestige of something respected to something new) |
 |
Euphemisms (bland terms for strong ideas) |
 |
Appeal to logic |
 |
Extrapolations (push the case to the limit) |
 |
Foot-in-the-door (get agreement on a small request and then work on agreement to a larger one later) |
 |
Door-in-the-face (start large, expecting to be rejected and then ask for something smaller) |
 |
Lowballing (don't reveal all at the start, gradually ask for more) |
 |
Investing time (creates feeling of obligation in others) |
 |
Appeal to pity |
 |
Appeal to pride |
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Attacking a straw man (against a fabricated argument) |
 |
Withholding information |
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Suggestion |
 |
Appeal to value |
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