Essentials of A Public Library Marketing Plan
Essentials of A Public Library Marketing Plan
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Marwin Britto, Ph.D., is a Librarian IV and the Associate Dean of the University Library.
Abstract
When public libraries are faced with budget constraints and cuts, it is critical that they learn how to develop
comprehensive marketing plans. This is needed because limited public coffers make it vital for public libraries to
demonstrate their inherent value to the community and ultimately gain access to sustainable funding sources.
Additionally, public libraries are most utilized when the economy is not thriving and provide immeasurable benefits to
patrons looking for work, gaining job skills, and needing access to computers and the Internet. This paper reviews
elements of a number of public library marketing plans. Through this review, eight basic components of an effective
marketing plan for public libraries are identified in an effort to provide a blueprint for those interested in developing
public library marketing plans.
Introduction
A prolonged state of poor economic performance in the Unites States has placed public libraries in a
precarious situation. The poor economy has strained public coffers and library funding, while at the same
time producing a surge in patron visits and usage of services such as free public access to computers
and the Internet (Kavner, 2011). Despite this rising demand, budget cuts at the state and local levels have
led to an unprecedented reduction in public libraries’ services, hours and an increasing rate of library
closures across the country (American Library Association, 2011). Facing stiff competition for limited
public funding and resources in a downturned economy, public libraries are finding it imperative to learn
how to effectively market themselves to survive and demonstrate their strategic and economic value to
the community.
The creation and subsequent implementation of a comprehensive marketing plan for the public library are
critical to coordinating these efforts in order to raise awareness of a public library’s value and importance
to the local community and funding agencies. A public library’s marketing plan provides a useful
framework for the logical and effective development and aligned organization of market activities
designed to allow a public library to utilize its available resources judiciously (Duke & Tucker, 2007). This
paper presents three marketing plan models and synthesizes their main elements into a list of eight
critical elements of a comprehensive marketing plan for a public library. These eight critical elements –
executive summary, mission statement and role statement, marketing audit, marketing strategy,
marketing goals, objectives and action strategies, budget, timeline and evaluation are explained in detail.
The paper concludes by arguing for the importance of developing a marketing strategy for 21st century
public libraries.
Literature Review
Traditional marketing has generally involved the four Ps: Product/Service, Place, Price and Promotion.
Over the years, a variety of other marketing models have emerged including Lauterborn’s Four Cs,
Shimizu’s Four Cs and the Seven Cs Compass Model (Marketing mix, 2013). In these traditional
marketing models, a marketing department or individual is generally tasked with creating and
disseminating the message. However, with the emergence of Web 2.0 and its accompanying
technologies, the pyramid-of-influence is altered: peer-to-peer communications and interactions take
precedence over top-down approaches (Fichter, 2007). Social media and networking technologies play
an increasingly vital role in marketing efforts.
Regardless of the model or industry, marketing is about identifying and meeting the needs of your
stakeholders. Stueart and Moran (2007) describe marketing in the library context as “…the process of
identifying the wants and needs of the population of library and information center customers and
identifying the capabilities of the organization to address those needs and then developing or adjusting
services and products to satisfy various targeted segments of that market” (p. 119). In its simplest form,
the library establishes its value and benefit to the community and in return, receives a benefit---the
necessary funding to survive and thrive. A marketing plan is a roadmap or blueprint that provides a
structure, format and organization of aligned activities fashioned for the public library in a manner to help
it meet its funding needs and support from its target population, the community-at-large.
In the last 10-15 years, recognition of the challenges faced by libraries of all types have prompted a
number of library organizations to focus on advocacy strategies, and step-up efforts to increase the
availability of and access to relevant marketing resources for libraries. For example, the American Library
Association (ALA) has developed and launched a spirited and extensive “@your library” campaign to
increase Americans’ commitment and valuing of libraries and librarians (American Library Association,
n.d.). In 2004, the Public Library Association followed suit and launched “The Smartest Card” campaign to
promote the value of public libraries (American Library Association) to the local communities. Over the
last decade, these campaigns have spawned the development and dissemination of a rich mixture of
resources, press materials and toolkits to assist all types of libraries in enhancing and supporting their
marketing activities. Still, many public libraries are just beginning to develop marketing plans and
strategies. A recent survey of more than 400 public libraries in the U.S. found that only 20 percent of
public libraries have a marketing plan, and just 11 percent have one that is up-to-date (Dowd, 2013).
Of course, regardless of the communication channels used to market a public library, the development
and implementation of a solid marketing plan are an essential first step. The next section provides a brief
overview of three different marketing plan models and a synthesis of their commonalities in an effort to
provide public librarians, policy makers, community members and other stakeholders a roadmap for
developing their own marketing plan.
The structure of these plans is somewhat similar, although the level of detail and comprehensiveness
vary. For example, the number of elements in these marketing plans ranges from six in the Duke and
Tucker model to twelve in the De Sáez model. An online search and subsequent examination of public
libraries’ marketing plans further demonstrate that variation exists among the elements of marketing plans
for libraries which suggest there is no “one-size-fits-all” or standardized marketing plan. Ultimately,
regardless of the particular marketing plan model chosen, it is the contextualization, application and
language of the public library’s marketing plan to the unique community needs and challenges which
determine its utility and value (Siess, 2003).
The specific elements included in a marketing plan for a specific public library may vary depending on the
library’s unique needs, available resources and context within the larger community. But generally
speaking, these eight elements would be applicable and relevant for inclusion in most public library’s
marketing plans.
Executive Summary:
The purpose of the executive summary is to provide a succinct synopsis of the marketing plan. In
addition, this section presents the current situation of the public library within the larger community
context, and identifies any trends which may influence the library’s resources and services (De Sáez,
2002). Since the content for the executive summary is derived from the completed plan, this section is
written last. However, this section of the marketing plan is found at the very beginning, and thus presents
the first opportunity to engage the audience. Consequently, the writing and specific language should
consider the target audience, be engaging, compelling and provide readers a concise summary of the
marketing plan enticing them to want to learn further details and offer support.
In addition, this statement should reflect community patterns and needs. A well written mission statement
serves as the foundation for subsequent goals and objectives. While the mission statement describes the
“why”, the role statement translates this into a more concrete and action-oriented “what” defining how the
public library expects to function within the planning period to serve the community needs. The mission
statement and role statement are interdependent; they are necessarily tightly aligned and consequently,
one must be written with the other in mind. However, before these statements can be effectively written,
the marketing audit must be conducted in order to understand the potential role of the library in the
community and consider its assessed strengths and weaknesses within the particular context.
Marketing Audit:
The marketing audit is considered a fundamental and integral part of the marketing planning process. The
marketing audit is also known as the situational or marketing analysis (How to Write, 2011). In the case of
the public library, it is a complete assessment and analysis of the library’s internal and external
environments as well as macro and micro environments. To assist in these analyses, typically two forms
of environmental scanning are employed: the PEST; the Political, Economic, Social and Cultural, and
Technological analysis, and SWOT; the Strengths, Weaknesses, Opportunities and Threats analysis (De
Sáez, 2002). These analyses are structured to illuminate the influential factors, internal and external, and
macro and micro, which may have an immediate or future impact on the public library’s operations,
services, resources and the strategic direction. The intent is to understand this context, its implications,
and prepare the public library accordingly. Once these analyses are completed, this information is then
used to help inform the development of the mission statement and role statement for the public library.
Marketing Strategy:
The information which emerges in the marketing audit will determine the most appropriate marketing
strategies to select for the public library’s marketing plan. These strategies will shape the direction of the
marketing plan. Content for this section may include positioning statements, pricing, promotion,
distribution strategies and marketing programs for the public library. The inclusion of specific content is
contingent on the relevance to the context of the public library and alignment with its mission statement
and role statement (How to Write, 2011). For example, pricing information may not be relevant for
inclusion for a public library’s marketing plan strategy. The marketing strategy section is necessarily
integrated with the marketing goals, objectives and action strategies.
The marketing objectives are more narrowly focused than the goals, and are intended to serve as
milestones or benchmarks to measure and track progress toward achieving and meeting the identified
marketing goals of the public library’s marketing plan. Typically, each marketing goal is supported by a
series of objectives. Accordingly, the goals are written first, and then the objectives are penned in a
manner to support the goals.
Lastly, the action strategies are developed. This “plan of work” or tasks that embody the action strategies
are crafted to meet the marketing objectives. While the marketing goals and objectives of the public
library’s marketing plan detail where the public library is going, the action strategies are the vehicle,
process and the means to get there. Each specific action or task is defined with appropriate timelines,
benchmarks and identification of the individual(s) or unit(s) responsible for leading the efforts for
fulfillment of the task.
Budget:
This can be one of the most challenging sections of the public library’s marketing plan to develop
because of its scope and dependence on accurate estimations which are needed to calculate total costs.
The purpose of the budget section is to assess and project the total funds necessary to adequately
deliver and meet the public library’s marketing goals and objectives. This budget section should include
indirect and direct financial resources necessary including personnel, materials, services, insurance
costs, press, etc., as well as factored inflation rates if there is an extended timeline and the potential of
increased costs (Siess, 2003). This section should also identify existing and anticipated sources of the
essential funding, the implications of not providing these, the breakdown of specific costs, as well as a
spending timeline (De Sáez, 2002). Lastly, framing these costs within the context of the intended
outcomes, benefits, value and opportunities to the community, i.e., the return on investment, can help
couch this topic in a more optimistic and beneficial light.
Timetable:
A reasonable and relevant timetable for the marketing plan is crucial. Understanding the sequence of
different activities within the plan, as well as those that overlap and occur simultaneously is critical to the
successful implementation of the public library’s marketing plan. Critical path analysis, project
management software package use, and a globally shared calendar can assist in these processes (De
Sáez, 2002). It is best to add extra time for activities and situations beyond the public library’s control,
such as any legislation that needs to take place or other activities which may involve time delays such as
the shipping and delivery of items. Equally important is to take a liberal approach in estimating the
amount of time required to complete other tasks and sections of the plan---this allows for flexibility and
unanticipated but often necessary changes to the timetable. Ultimately, a well thought out and structured
timetable will ensure that the specifics of the public library’s marketing plan can be delivered on-time and
on-budget.
Evaluation:
Evaluation is integral to an effective marketing plan. It provides accountability, improves the quality and
effectiveness of the plan and helps to better understand the achievements and impact of the plan
(National Network of Libraries of Medicine, 2012). Evaluation is essential at every step and consequently
should include both formative and summative evaluative techniques (De Sáez, 2002) designed to
measure the effectiveness of marketing activities (Duke & Tucker, 2007). The purpose of the evaluation
section is to help improve the marketing plan’s utility and effectiveness, identify any problems or issues
along the way, and integrate appropriate solutions. Accordingly, evaluation should be designed as an
integrative activity with the intention of regularly examining the evaluation feedback. The analysis and
resulting information from this feedback should be folded back into the marketing plan, and the plan
should be adjusted accordingly.
Conclusion
In today’s economically challenging times and with limited financial funding to support a variety of
competing publicly-funded entities, it is crucial that public libraries understand how to effectively market
themselves to their stakeholders and promote their value and importance to the community it serves. A
comprehensive marketing plan for the public library is a key to these efforts. This paper described eight
critical elements of such a plan, with a focus on the purpose and content of each. With the proper
development and implementation of a comprehensive marketing plan based on these eight elements, a
public library is one step closer to ensuring its longevity and solidifying its long-term relationship with the
community and helping secure ongoing funding sources. 21st century libraries are even more vital and
integral to our communities than in years past, and a marketing plan will help a library to build the
economic, social and political capital with its stakeholders that is necessary for public libraries to thrive
and meet the needs of their constituents in a rapidly changing world.
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