Promoting effective use of eresources using etools Barbie

Promoting effective use of eresources using e-tools Barbie E. Keiser GHSLA 2011 Savannah, GA

Agenda for YOUR workshop n Introductions ¡ ¡ ¡ n n n Marketing challenges Types of libraries Positioning statement E-resources and target user groups Strategic approach Methodologies for conducting needs assessments and audits ¡ n Beyond print: Mix of appropriate techniques and tools ¡ ¡ n Training opportunities Web 2. 0+ Gaming phenomenon Millennials + Action plan development Market Opportunity Analysis 2

For your consideration… n What we buy ¡ ¡ n Value we add ¡ ¡ n Content Format How we reach our intended audiences ¡ n From whom Formats + modes of delivery Message + mode of delivery How we measure our success 3

What type of e-resources, e-products, and e-services do you make available to your organizations/institutions? n n n n n Electronic databases Electronic journals E-books Locally-hosted databases CD-Roms Online catalog Library website Library blogs and/or wikis Subject guides n n n n Online tutorials Podcasts and/or webinars Digital collection of special holdings of library/archive Current awareness service (email delivery or RSS feed subscription) Table of contents alerts Library e-newsletter Other? 4

Think about any e-product/e-service available at your library. What was the impetus for its acquisition/creation? n n n n n Request by user Request by supervisor Request from senior management Request by funding agency Test “new” technology Other libraries offer the service Cheap/cheaper than alternatives Know that it’s needed Other? 5

E-products and e-services… n Offer many benefits to libraries ¡ ¡ ¡ Timeliness of information Self-service opportunities Automation of some routine staff activities n Pose several challenges ¡ ¡ Technology available (hardware/software) Budget outlays n ¡ Security issues: IT architecture vs. the cloud Skills required 6

Why are you marketing these e-resources? n n What’s the purpose? What are you trying to achieve? 7

Marketing is a strategic behavior n n n Evaluating how well you’ve done/are doing Adapting what works Using technology--- Website/wiki/blog, Intranet, Social networking (Web 2. 0) tools--- to do? ? ¡ ¡ ¡ n It’s where our users are/will be (continuum) Touchpoints and voice Where’s your Web. App? Understanding what branding can do for your library/info center ¡ How to (effectively) 8

Begin with your target audiences n n A “build it and they will come” approach is not the way to go Conduct a thorough information needs assessment ¡ ¡ ¡ Designing information e-products/e-services to the needs of the marketplace Basing e-products/e-services on your library’s ability to develop/sustain (audit) Market, using appropriate techniques based on your understanding of your clients/environment/staff capabilities 9

Issues driving the needs assessment n Your market has many groups, each with distinct needs ¡ n n Segment your market Knowing your market is ongoing The library/librarian is no longer the only gatekeeper of information ¡ Redefining the notion of “competition” 10

Objectives of the needs assessment: To develop USEFUL information products n n n Advance the library strategically Maximize information use Minimize information costs Increase productivity Avoid duplication of effort 11

What do (you think) users expect from your library/info center? Ask them! n n n A thorough information needs assessment E-resources and tools that are appropriately marketed along with an education component Measure not only results (outcomes) and the process (opportunities for improvement), but impact 12

The needs assessment process n n n Begin by establishing that there is an information need Estimate the size of the market for your potential eproduct Identify current and potential (future) competitors ¡ ¡ n Porter’s Five Forces Leading edge or bleeding edge or time to lag behind? Determine whether you can meet that need now (and what you will do if you cannot) ¡ Sustain/maintain that effort over time 13

Audit and benchmarking n n Review of existing marketing efforts Redefining the competition ¡ ¡ Direct Indirect Potential Partners? n What works? ¡ n What are they doing wrong? ¡ n Can you adopt/adapt? How will you avoid these traps? Analysis ¡ ¡ Porter’s Five Forces SWOT/TOWS 14

Porter’s Five Forces: External competitive forces 15

Five forces n n n Develop a competitor analysis Analyze barriers to entry Analyze substitute products Analyze supply chain Works best for industries that are welldefined (few overlapping players) and relatively stable Risk of failing to recognize indirect forces having an impact on an industry (A case for market analysis – PEST and STEEP) 16

SWOT Analysis Strengths n Weaknesses n Opportunities Threats n n 17

TOWS n n An extension of the SWOT analysis Analyze the external environment (threats and opportunities) and your internal environment (weaknesses and strengths) to help you think about the strategy of your organization ¡ n Threats and opportunities ¡ n Useful for marketing campaigns External environmental factors over which you do not have control (changing demographics) Weaknesses and strengths ¡ Internal factors (poor location; bad reputation) 18

TOWS Strategic Alternatives Matrix External Opportunities (O) 1. 2. 3. 4. External Threats (T) 1. 2. 3. 4. Internal Strengths (S) 1. 2. 3. 4. SO “Maxi-Maxi” Strategy ST “Maxi-Mini” Strategy Internal Weaknesses (W) 1. 2. 3. 4. WO “Mini-Maxi” Strategy Strategies that use strengths to maximize opportunities Strategies that minimize weaknesses by taking advantage of opportunities Strategies that use strengths to minimize threats WT “Mini-Mini” Strategy Strategies that minimize weaknesses and avoid threats 19

Understanding your clients: How much do you know? n Who are they? ¡ ¡ Users vs. customers vs. clients Current users and those who should be but are not Biggest users (usage patterns) Who ought to be priority users? n n Info-intensive operations What are their goals/objectives/strategies? What are their driving forces? Critical success factors? What barriers (to users) currently exist? n Why they need information ¡ n n What type of information they require How they will use that information ¡ n With whom they (typically) share How do they relate to one another? ¡ n What are they trying to achieve? Information flow analysis How do they prefer to work? 20

Assessing the environment n n What events may change the way the library performs? Are there shifts in focus? ¡ ¡ Be prepared for change Be flexible 21

Your e-products must… n n Support/be aligned with the goals and objectives of the operating environment Be targeted to the segments most critical to its success ¡ n Do you know this? Be compatible with its culture ¡ Information continuum 22

Information hierarchy and continuum Higher Edifying Information Value Enriching Information Helping Information Coping Information Lower Higher Data Information Knowledge Intelligence Wisdom 23

Differentiating… n n What you buy from what you create Cost and value analyses 24

One needs assessment process n n Meet with a few strategically important groups Interview individuals ¡ n n n Two-on-one Review results with your staff and identify opportunities Reconvene focus group to review potential information product/service ideas Begin planning for each new product/service identified 25

Conduct the needs assessment to determine… n n n What does the group do? How well does it perform? What are its information needs? How does it obtain and use information? What are the problem areas? Are there any opportunities? 26

Characteristics of focus groups n n n Less formal way of soliciting consumer feedback on products and services than a survey 6 -10 people + experienced facilitator/assistant Need for ground rules 1. 5 hours + time for intros, so budget for 2 hours to accommodate late arrivals Record the session (permissions) Disadvantage: small sample, so composition is key ¡ How you find those participants can influence the validity of your analysis 27

Focus group exercise n What do you think people expect from your library/info center? n n n Products available Service priorities How do you measure up? Do people even know what you offer? Are you aware of what others offer/use? 28

Tips for conducting successful interviews and focus groups n n n n Assure complete confidentiality; for example, notes are aggregated and no names ever given out Distribute a set of questions that you may ask before, but do not slavishly go-through them all Let participants talk, but facilitate the discussion If you need to “prime the pump”, refer to observations (“we noticed …”) and ask for comments Validate: Interesting, you are not the first to say so Use “others-find” technique (you too? ) Be aware of interpersonal dynamics and politics Recognize that participants may not want to “look bad” & may tailor comments to what they think is “correct” 29

Examples n n Insurance company interview questionnaire NSLS focus group write-up 30

Survey n n n Identify survey content, design survey, and coordinate Consortium’s review of draft survey Identify survey pretest participants, complete survey pretest, and revise questionnaire Determine how you will carry out the survey ¡ ¡ ¡ Options (tools and outsourcing) and trade-offs Security & privacy issues Efforts to attain buy-in and announce the survey n n n Pretest the Web-based survey Host and monitor Webbased collection tools and systems Monitor survey completion ¡ n Reminders and follow-ups with those who have difficulty Analyze data ¡ ¡ ¡ Overall (Example) Type of library (Example) Portraits of _____ Library (Example) 31

Sample Announcement Dear Colleague, The XXX Library is surveying our members to evaluate the effectiveness of our communication efforts, including our e-Newsletter and Web site. This XXX Communications Audit is being conducted by an independent firm. Please visit <insert XXX survey URL> to take the survey. This survey is one in a series of efforts geared toward improving and facilitating communication between NSLS and our member libraries, and among members themselves. The resulting analysis will enable us to assure that members receive the information, products, and services they need in a timely fashion and easy-to-use format. Your input will help us reach you in more effective ways so that you receive the information you need in the most convenient way for you. Please take 15 -20 minutes to respond to our survey at <insert XXX survey URL>. The deadline to completing the survey is <insert day and date>. As a way of saying thank you for your valued participation, XXX will have several drawings for valuable gift cards redeemable at local retail chain establishments. <Insert link to Drawing Rules> Know that your responses to this survey instrument will remain confidential; the information provided will be reported only in aggregate form. If you have any questions about the survey, please contact: <Insert full contact information for survey manager> Sincerely yours, <Insert Library manager’s name, title, and full contact information> 32

When to use surveys and focus groups for information gathering n Use surveys when ¡ ¡ ¡ You need quantitative estimates/confidence intervals You have a clear idea as to the questions you want to ask (and how) You have the time to develop and test the instrument, and analyze and present the results n Use focus group when ¡ ¡ You need insights; quantitative estimates are less important Statistical analysis is not a necessity You want flexibility in pursuing issues discovered during your inquiry Limited in terms of time and/or budget 33

Characteristics of surveys n n Success based on the length, knowledge of questioner (if telephone survey is used), and list Important to pretest items/flow Introduction to participate (why) Intro to survey/Followup with nonrespondents n n n Anonymity/confidentiality Response rate Incentives to complete Time ¡ Timing of release ¡ Time required to complete ¡ Decision to extend Sampling Significance 34

Tips for conducting effective surveys n n n n Short - Fast – Easy – did I mention short! Clear, unambiguous (in terms of questions posed) ¡ Ask only one question at a time Logical flow of survey sections Ranking of personal priorities (What means more to you? ) Minimize the number of open-ended questions ¡ http: //www. qsrinternational. com/ Do you agree with these statements made by your peers? Lead with interesting questions, enticing people to respond Include quick demographic questions at the end to aid in analysis 35

More technical tips n n n Limit the number of questions per screen, eliminating unnecessary questions Ask only one question at a time Use graphics and matrix questions sparingly Reduce response errors by restricting response choices Don’t force responses ¡ n n n n Always offer some form of “Don’t know/Not sure”-type option Make error/warning messages as specific as possible Provide easy Next/Previous buttons and progress indicator Allow respondents to stop in the middle and resume the survey Take advantage of the capabilities of being online (e. g. , hypertexting; color) Automate skip patterns Automatically validate input Track respondent behavior 36

Objective website review n n n Review the website from a user’s perspective vis-à-vis stated goals Analyze extant data (e. g. logfile data) Evaluate navigation used Examine usability/human factors Assess the calls to action and flow of copy n n Identify interactive techniques Provide recommendations for: ¡ ¡ Navigation, technical, and usability functions Marketing copy Interactive techniques Access to other information systems and services 37

“Usability-lite” testing of the website n n Does the website succeed in communicating clearly? Are users having trouble? Usability-lite tests will help you determine: ¡ ¡ ¡ n Actuals / Optimals Drivers / Incentives Barriers / Potential solutions A combination of telephone interviews (for prescreening candidates) and in-person interviews in the participants’ normal work environment ¡ ¡ Ask participants to “think aloud” as they explore the website Ask some follow-up questions 38

Tips for conducting the on-site portion of a Web usability test n n n n Explain that the findings from the evaluation will be used "for good purpose” Explain that you will be collecting data by taking written notes Stress that the website is being tested - they aren't Remind interviewees to articulate their thoughts Stay neutral Help users in distress Ask if they have any questions before the interview begins Personae and scenario task scorecard (NSLS) 39

The opportunity n Find out what kinds of information want and need, and then deliver it ¡ n n Expectations are changing; find a model/”exemplary practices” Concentrate on providing information services that your clients need, or think they need---information which will make a difference Understand where e-resources fit the bill 40

The challenge of the information audit: Know thyself n Issues driving the information audit ¡ Are you providing the right products, given your resources? n ¡ To the most strategically important groups? Are they the best, given your capabilities? 41

Where to begin with your audit n Review the library’s vision, mission, goals, and overall objectives in relation to your organization’s ¡ n What are the library’s critical success factors (CSFs)? ¡ n Example Definition Can you measure the library’s performance? ¡ Individual products/services 42

The library’s resources n n Budget analysis The collection(s) ¡ n E-products/e-services Your staff ¡ ¡ Job descriptions Performance evaluations/talent assessments 43

A tough competitor learns what its customers need n n n Take a business that you are good at and find new customers for it Devise related products/services and market to your existing customer base Identify new clients and the eproducts/services that would attract them to your library/information center 44

The gameplan n n n Maximize ROE Enhance assets Optimize capital Manage risk Market Control costs Maximize efficiency 45

Optimizing resources n Understand the differences between cost and expense ¡ n Maximize efficiency ¡ ¡ n n Control costs and optimize expenditures Optimize technology & people Minimize bureaucracy Have the ability to move modularly and quickly Educate 46

Budget analysis n n Broken down by e-product and client/target market grouping What does this tell you? The greater the budget detail, the easier it will be to demonstrate worth to management Know who controls the purse strings ¡ ¡ n n CSFs and lingo Include these stakeholders in your needs assessment process! Example budget Redefine “fixed costs” 47

Review your e-product line n What does the library offer? n Purchased vs. produced in -house What is a “new” product? Relationship among the products/services n ¡ ¡ ¡ n n n Integrated product line CAUS Do you have a flow of new products in the pipeline? ¡ Stepped approach to product development/ release n n n Who uses each service? How often? How much do they cost? Are your e-products consistent with your customers’ current and future needs? Are these e-products strategically significant? ¡ n Is the library servicing the most important markets? Are you defining the library in terms of the markets’ needs? 48

E-product target summary Strategic impact of market segments Reliance on information 49

Matrix of e-products and services offered by your library n n n n Product name Description Groups using Frequency of use Initial date Modified? Methods to market 50

Staffing issues, as they relate to e-products/e-services n n n Create a team of players with a variety of skill sets Analyze how your staff currently spends its time (activities, tasks, results, outcomes, products, customers) Make appropriate “outsourcing” decisions ¡ n Can you avail yourself of the expertise of others? Foster a learning environment ¡ ¡ ¡ Learning opportunities Job sharing and job shadowing programs Mentoring programs 51

Top 10 human resources priorities for dealing with e-resources: How to rationalize the skill sets of your staff n n n n n Define skill requirements for the future environment Motivate employees to want to learn new things, take on new tasks Prepare strategy to transfer certain tasks to the user Emphasize creativity and innovation Develop better measures of performance Invest in personnel with strong(er) business orientation Encourage managers to be business persons rather than technologists Provide training in communication and behavioral skills Retrain personnel in new technical skills Recruit technical specialists 52

The purpose of a job description is… n n Distinguish a particular job from all others To clarify organizational relationships and responsibilities ¡ ¡ ¡ What one is expected to accomplish Degree of authority one has The impact one makes on the organization (as an indicator of job worth) 53

Elements of a job description n n Provide quantitative measures of the position Identify key relationships Identify any special or unusual working conditions Use key business phrases Include a marketing component 54

Rename your performance evaluation: Talent assessment? n n n Indicate how well the person understands various aspects of the job Assess the individual’s interpersonal relationship Note any contributions made which were clearly beyond the scope of the position 55

Assess your staff… n n On the quality of the work they do The quantity of their output The impact they have in enabling others to do their work Including their contribution to marketing efforts (particularly of products/services from outside their area) 56

Assess the strengths and weaknesses of each employee n n Take a 360º approach to performance appraisal/talent assessment Use the process as a means of assessing development needs (as opposed to telling staff what they are doing wrong) ¡ ¡ n Make recommendations as to what the employee can work on in coming months Consider how you will support their Individual Development Plan Give some indication of the employee’s potential for promotion 57

Value and manpower analysis n n n For each of the library’s objectives, indicate what is done to accomplish it List products or services resulting from each activity, and estimate staff time required to produce each Take the total library budget and multiply by the percent of time devoted to it by your entire staff Use the results of this manpower analysis to determine how much it costs to provide each service What next? ¡ You want more than simply “You sure look busy” and “We like you” 58

Challenge of the Market Opportunity Analysis n n n Identify and analyze market opportunities which exist Match the talent to the initiative Find a need and satisfy it 59

Key questions to answer n What needs are not being satisfied with the library’s current products? ¡ ¡ n Is the library targeting all potential clients of its existing e-products? ¡ n Does an e-product exist that could meet these needs? Could one be developed in-house? If not, do you understand why? How effectively in the library targeting those who have a particular appreciation for the value of information? 60

Gap analysis (between what is needed and what is available) n n Determine what new e-products need to be developed Determine how existing e-products can be modified to better serve a market need/wider audience Evaluate which existing e-products should be modified/eliminated Determine how your library’s structure might be reoriented to better serve your community (through e-service) 61

Developing new e-products and eservices for your marketplace n n What is a new product? Set priorities as to the market segments you want to go after Group current user segments according to their needs Integrate your products vertically (by offering a range of complementary products to specific user segments) ¡ n Step approach Extend your products by marketing them horizontally to other groups within your community ¡ What would it take to modify the product/service to make it attractive for this new group? 62

Market Opportunity Analysis checklist n n n Have you set/aligned the library’s priorities in terms of your organization’s? Are you being flexible, showing your customers a willingness to tailor your services to their needs? Have you designed the library’s services with a sensitivity to the pressures under which your clients work? Can you recommend ways in which your organization can make better, more productive use of the information to which it already has access? Have you developed the library’s products and services to complement the information resources that currently exist within the organization? 63

Market Opportunity Analysis checklist (cont’d) n n Have you assess the existing policies, procedures and practices governing the management and use of information throughout the organization? Have you determined the future direction of the organization/institution as a whole, as well as individual market segments? Have you set targets for “selling” your products Have you developed an adequate and efficient strategy to support each product and service you have developed? 64

The opportunity n n n Don’t be bound by preconceived notions of what the library can offer Broaden the base of e-products and eservices offered by the library Expand the user base (strategically) 65

The marketing mix n The challenge is to use the right blend of techniques ¡ ¡ Do you know what marketing is (and how it differs from promotion)? Are you aware of the marketing techniques available to you? Can you mix and match techniques? What difference does “online” make? 66

An organization’s ability to produce customer satisfaction depends on its marketing strategy n So, what is marketing? ¡ ¡ ¡ n Strategic behavior Anticipate and satisfy needs Facilitates exchange Know me, like me, trust me 67

How are the 4 P’s affected by online? n n Product: What are the benefits of this product to its users? Place: What can be done to make it more accessible? Price: How much should it cost? Should it be free? Promotion: How can its visibility be increased? 68

E-product decisions n Isolate the core benefits ¡ ¡ n Formal product (tangible – book) Core product (what is really being bought is knowledge) Augmented product (e. g. , quick and easy access to information) System product (add-ons and extras) Express in terms of your entire product line ¡ Branding 69

Usage Product life cycle (and what technology doing to change it) Time 70

Usage How does Web 2. 0 shift the product lifecycle? Time 71

A range of integrated products/services n n How do your e-products relate to one another? To non-electronic products/services you offer? Do they make sense to your clients? Can you support their production over time? Do they help you attain economies of scale? 72

Place decisions relate to distribution n n Availability and accessibility Location, location ¡ ¡ ¡ Time Location Size Facilities n n Delivery ¡ Portals to the world of ______ Information kiosks Mobile delivery Social networking tools Environment ¡ n Telecommunications n ¡ ¡ ¡ n Skinny versions Electronics Summaries/full-text Online, email alerts, browsers, readers Marketing ¡ ¡ Events Virtual Physical Virtual 73

Pricing decisions n n Complex and delicate task Related to the goals and objectives of the library ¡ ¡ ¡ n Profit Cost recovery Free There are no hard and fast rules for pricing: The final price is a marketing decision ¡ ¡ ¡ Competition Price/value Price/demand 74

Options for pricing n n n What are the pricing approaches available to you? Which should you choose? How can you remain competitive? ¡ Cost vs. value-based pricing decisions 75

Basic pricing approaches n n Product or service is free or low-cost Premium-priced product or service Flat fee or buffet (all you can eat for one price) Experimental pricing Source: Arnold Information Technology, April 23, 1995 76

Which approach is right for you? n n What is the objective of the pricing policy for each particular product? How will the price be maintained over time? ¡ ¡ n How will you change prices over time? What are the risks involved in changing pricing? How competitive do you want/need to be? Source: Arnold Information Technology, April 23, 1995 77

Free or low-cost product or service n n Objective: Build large installed base Revenue: Hinges on volume sales and renewals Risk: Attrition will take place faster than new sales Example 78

Premium-priced product of service n n Objective: Focus on small, lucrative market niches Revenue: Hinges upon making key sales in that segment Risk: Product attacked by low-cost competitor Example 79

Flat fee or buffet n n Objective: Build habitual users who react to novelty or convenience of service Revenue: Large installed base of customers with a keen desire for a specific type of product or service Risk: User habits change because novelty wears off Example 80

Experimental pricing n n Objective: Learn Revenue: Incidental to building knowledge Risk: Market rejects product or service at any price Example 81

Determining what to charge n n n Based on your objectives What the market will bear Undercutting the competition (without losing your shirt) Charge for the value, not the activity Sell your “research method” 82

Understanding that for which you can charge n n n n Products you create, not purchase Intellectual input Time Packaging/repackaging to add-value Customization Professional-looking product Client culture-dependent 83

Tips for setting fees n n n Conduct preliminary searches Estimate hours required to complete each phase/task Know how much money you need Boilerplate your proposals Obtain signatures on contracts 84

Automating the chargeback process n n Procedure Mechanism Software Items to chargeback 85

Charging back n n Recovering costs Making a profit How much? How easy? ¡ ¡ For your clients For your staff 86

Subscription-based services n n n The positives The negatives The “how to” 87

Transaction-based fees n n Accounting requirements How easy? ¡ ¡ For your clients For your staff 88

Forms of payment n n n Pay as you go (transaction-based) Up-front payment Subscription n n Currency exchange rates Online clearinghouses 89

Hypothetical case study: Electronic clipping service n n The pricing question Main pricing concerns ¡ ¡ n Complexity Cost Budgetable Effect on your other services Online pricing options 90

What is the primary method you use to market your library’s e-resources? n n n n Library Website E-newsletter Blog/wiki Flyer posted in library/around campus/throughout organization Presentations at group meetings Mention during other product training sessions Other? 91

Promotion decisions are concerned with the organization’s combined efforts to communicate with its markets n n n Advertising Personal selling Sales promotion Publicity and public relations Culture 92

Consistent message: What makes a message memorable? n What message do you want to communicate for what kind of response? ¡ ¡ What are you promoting (in terms of the core product)? Why are you promoting? To whom are you promoting? What method is most effective? n n n What best suits your needs and those of your clients? Let the WHY dictate the rest How important is brand recognition? 93

Advantages today are more than twoway calibrations: Communication & collaboration n How do users view the library today? What do users want/expect? The danger of underestimating the importance of the online experience ¡ n Multi-way media: Are you a dinosaur or a ? ? ? ¡ n Key networkers Demand for speed and a presence in 24/7 communities Be recognized as the gate opener, not the gatekeeper (Seth Godin) 94

Website 2. 0: It’s the experience, stupid! n n n n n Subject/Internet guides Videos and tutorials Prominence of placement Usability (from the users’ standpoint – What do they want to do? ) Counters and analysis of webstats Search engine optimization Ease of use from all locations Online customer service (e. g. , IM) Sharing your favorites ¡ Del. icio. us (http: //eprints. rclis. org/archive/00013233/01/BCLA 2008_Its. Delici ous. pdf) 95

And let’s not forget… n n OPAC enhancements that engage users Options for presenting search result lists Wiki vs. blog? Reference availability through IM chat or SMS/texting ¡ n n n 24/7? Mobile phone/PDA/e-book readers Personalized circulation, ILL/DD and reserve notifications E-newsletter Twittering news Podcasts, vodcasts and webinars ¡ n n n “Ask A Librarian” Online training tutorials (http: //www. screencast. com/users/ants) RSS feeds Communities of Practice (COPs) Visualization tools Tutorials Dashboards 96

What is Your Ranking vs. Your Competition? n Do you look at web metric reports? ¡ n n n Alexa, Compete, Google Adwords Keyword Tool (https: //adwords. google. com/select/Keyword. Tool. External) Social Network Sites Mentions in newspapers that highlight current information on your site and are picked up by web search engine spiders Getting reputable organizations, with sites recognized as such by the search engines, mention you/link to you Awards and mentions on lists of “the best site for…” Discussions on blogs or mentions in e-newsletters, 97 particularly those with influence

Engaging your users 98

Marketing literature (collateral) and e-marketing techniques n n Brochures Catalogs ¡ n n n ¡ ¡ ¡ n Copyright Color ¡ n Skills In/out-of-network Add-on extras Frequency of delivery ¡ Print vs. web Power words Logo and graphics Shifting online MULTI-media Technology and tools ¡ Toggle online to how to guides Size Copywriting ¡ n n Fact sheets ¡ n Master brochure n Having something to say Personalization/customiza tion Nature of authority and referral 99

Transforming traditional (print-based) marketing collateral to the online environment? n Brochures ¡ ¡ n PDF the original Essence becomes the HTML version Master brochure becomes your portal Fact sheets ¡ Toggle online to how to guides, with handy 2 page printable version Size ¡ ¡ ¡ Catalogs ¡ n n ¡ n Copywriting ¡ ¡ n Density of site Browser-ready Telecom issues (graphics) Font & point size Print vs. web Power words Logo and graphics ¡ ¡ ¡ Copyright Color Using online tools 100

What marketing collateral should… n n Describe your services Give pricing information ¡ ¡ n n n If applicable Free Tell clients how your products and services are delivered or accessible Convey confidence in the expertise and reliability of staff (background info) Emphasize the benefits and advantages to the client, not the products’ features ¡ ¡ ¡ Solutions! 50 -55% of copy Writing for the Web/mobile devices 101

Key questions n What is it? ¡ n What will it do for me? ¡ n Facts Benefits sell: Stress the benefits Why should I believe it? ¡ Testimonials support benefit claims n n Who? Which words to use? 102

The e-promotional arsenal n Advertising informs and sells ¡ ¡ ¡ n Sales promotion ¡ ¡ n Short-run inducements supplement advertising Smart coupons? Public relations is a planned effort to shape attitudes and behavior ¡ ¡ ¡ n Google ad words Vendor advertising SEO E-press broadcast Diggs and tweets SEM Social networking aspect Viral marketing effect Effects of the Search Engine ¡ Presenting search results 103

Advertising n n Creates awareness Serves as a reminder Pre-sells ideas Can (sometimes) eliminate dissatisfaction n n n Ads in (paid) media Direct mail/e-mail Newsletters and enewsletters Posters Unexpected places Web sites and strategies for 2. 0 Google ads 104

Branding n n A range of inter-related products With a similar “look-and-feel” Logos and fonts employed The message ¡ Tag lines 105

Color does more than add effect n Favorite colors of adults from those preferred by children ¡ ¡ ¡ Hues Warm vs. cool Vivid/strong Deep-toned Second colors n n Color-blindedness Culture Dithering Monitor quality affects what’s seen 106

Sales promotion n Short-run inducements to supplement advertising ¡ ¡ Attracts new users Penetrates new markets n n n Contests Give aways Discounts Coupons Free trials Training sessions 107

Public relations campaigns n n Creates interest Builds user acceptance ¡ n n n ¡ Pre-sell ideas Develops goodwill Provides wide exposure News releases: How important are they today? ¡ n n n Do not forget elements Example E-newsletters Media kits Speeches and presentations Articles Events “Customer of the month” 108

Personality personality (and learning) styles n Four primary dimensions ¡ ¡ n n Dominance Influence Steadiness Conscientiousness ¡ ¡ Communicating social style preferences ¡ ¡ Myers-Briggs Learning and working styles ¡ n Generational, without generalizations Howard Gardner’s Multiple Intelligences Bloom’s Taxonomy of Learning Domains ¡ ¡ Direct answers (short and concise) Entertaining, friendly, emotional Cooperative, patient, and amiable Sensitive, focus on detail Liz Blankson-Hemans, Dialog-Proquest 109

Planning is the key to any promotional campaign n n Goals Audiences Key messages Strategies Partners n Storytelling ¡ What makes a good story? ¡ How can you capture/share these stories? @ Your Library Toolkit (ARL/ALA) 110

Winning marketing strategies n n Develop products ideally suited to the information needs of your clients Tailor your products to fit your clients n n Target marketing Conduit marketing Electronic delivery Cross marketing 111

Marketing checklist n n n Define your target market Clear service or product with benefits to the client Be sure that the service has a unique selling point Ensure a professional image Be aware of the importance of established clients Build in consistent communication with established and potential clients 112

Marketing checklist (cont’d) n n n Establish quality procedures Create professional and appropriate promotional literature Target promotional activities carefully Monitor quality of work and satisfaction of clients by building in feedback loops (product/service) Monitor the success rate of marketing activities 113

There’s power in social networking tools and Web 2. 0 n What are we talking about? ¡ ¡ n n How are they used? When to use which? Going where your users are Understanding how “they” work n Word-of-mouth marketing in a 2. 0 world ¡ ¡ Community marketing Viral marketing techniques and consequences 114

Collaborative approaches and building community n n n n n Google Docs (http: //docs. google. com) Slideshare. net (http: //www. slideshare. net/group/tttworkshops/slideshows) Socialcast. com (Free trial) Tagging and social bookmarking ¡ Connotea. org ¡ Delicious ¡ Furl. net is now diigo. com Ning communities (Law Libraries and Librarians http: //lawlibraries. ning. com/) Facebook (http: //www. facebook. com/pages/Houston-TX/LSC-North. Harris-Library/75136419361) Second Life Digitization projects Movie maker Reference (http: //ask. highlands. edu/) 115

When do I use a blog and when a wiki? n n n Forum or Bulletin Board Discussion Group is most suitable for Q&A Wiki is most suitable for loosely controlled, easy Web collaboration or highly collaborative information gathering. Editing by anyone allowed access. Blog/Weblog is personal comment (diary) made available for others to comment in public (vs. CMS which has highly controlled authoring and organized information distribution) ¡ Book/video/website reviews by clients 116

Examples of library use Blogs n n n n Best of the Web Blog Directory (http: //blogs. botw. org/Reference/Libraries) Search Library Blogs on LISZen. com Alternative Teen Services (http: //yalibrarian. com/) Senior Friendly Libraries (http: //seniorfriendlylibraries. blogspot. com/) University of Virginia Library blog (http: //uvalibwebdev. wordpress. com) Linda Hall Library (http: //linda-halllibrary. blogspot. com) NYU Bobst Library (http: //liblink. wordpress. com/) Newman Library at Baruch College (http: //referencenewman. blogspot. com) UK library blogs (http: //uklibraryblogs. pbwiki. com/) Stark County Law Library (http: //www. starklawlibrary. org/temp/blog/index. html) Special Library Blogs (http: //www. blogwithoutalibrary. net/links/index. php? ti tle=Special_libraries) Georgia State University library (http: //www. library. gsu. edu/news/index. asp) Biz Ref Desk (http: //www. bizrefdesk. blogspot. com/) Wikis n n How libraries can use wikis with their patrons (http: //www. libsuccess. org/index. php? tit le=How_Libraries_Can_Use) Blogging Libraries Wiki (http: //www. blogwithoutalibrary. net/links /index. php? title=Welcome_to_the_Blog ging_Libraries_Wiki) Antioch University Library Training and Support Wiki (http: //www. seedwiki. com/wiki/antioch_ university_new_england_library_staff_t raining_and_support_wiki/) Ohio University Libraries Biz WIki (http: //www. library. ohiou. edu/subjects/b izwiki/index. php/Main_Page) 117

E-newsletters n n n n Consider whether you want to manage your e-newsletter in-house or outsource it ¡ List management and broadcasting options ¡ Content Clean and maintain your lists Test your emails before you send them out! Make the sign-up process easy Decide which is most appropriate for the target audience: Opt-in or opt-out Offer both HTML and text-only options (images disabled) Include an “Unsubscribe” link at the end of every issue Provide a printable/downloadable PDF e-newsletter option from your website n n n n Make sure that the e-newsletter has a consistent look-and-feel Make the Subject line relevant to the user and place call-to-actions at top right Offer headlines, first paragraph, or preview panes Authenticate delivery, positive flags, not filtered, open Analyze opening days of week and times of day Consider where readers will land if they click on a link Make it easy for readers to print or share with colleagues (community) Provide opportunities for reader feedback 118

Podcasts, online tutorials, and webinars n n n What are they? How can I find one? How can I create one? The Podcast Network (http: //www. thepodcastnetwork. com) Examples of podcasts ¡ Online training tutorials (http: //www. screencast. com/users/ants) 119

Finding podcasts n n n n n Odeo. com Podfeed. net n Podcasting Station (http: //www. podcastingstation. com/categories. php) n n Podcast Directory n Podcast. net n Digital Podcast n Podscope n n Podanza. com Everyzing (formerly Podzinger) Feedster (http: //podcasts. feedster. c om) Podcast Pup Every Podcast Speak. Wire Podcasts. Yahoo. com Casting Words Blabline Blinkx (video) 120

Creating podcasts n n n The Ultimate Guide to Podcasting (http: //www. cumbrowski. com/podcasti ngguide. asp) Podcasting “how to” guides (http: //groups. yahoo. com/group/Net. Gold/message/14793) Podcastercon. org’s “Un. Conference” Podcasting made easy (http: //campustechnology. com/articles/ 40978/) How to make a podcast (http: //www. gsnyder. libsyn. com/index. php? post_id=209540) How to podcast (http: //www. makeuseof. com/tag/makeuse-of-podcast-43 -how-to-podcast/ and http: //www. makeuseof. com/tag/makeuse-of-podcast-45 -how-to-podcast-ptii/) n n n Transcription service $ (http: //castingwords. com/) EKU Library Learning 2. 0 (http: //ekulibrarylearning. blogspot. co m/2007_08_01_archive. html) Create podcasts using your PC (http: //www. windowsdevcenter. com/ pub/a/windows/2005/04/05/create_p odcasts_with_pc. html) Podcasting for information literacy (http: //209. 85. 165. 104/custom? q=ca che: HRxp. Ny. GR 48 J: www. ifla. org/IV/ifla 73/papers/ 133 -Lee. Robertsen. pdf+information+literacy&hl=en&c t=clnk&cd=4&gl=us) Podcasting Equipment Guide 2009 (http: //hivelogic. com/articles/podcasti ng-equipment-guide-2009/) dot. Sub 121

Examples of podcasts n n n n n Libraries launch academic podcasting (http: //www. stjohns. edu/academics/libraries/podcast. sju) IWR (http: //www. onlineinformation. co. uk/online 07/pod_list. shtml? press_id=13980) Talking with Talis (http: //talk. talis. com) The Law Librarian (http: //www. blogtalkradio. com/thelawlibrarian) Elihu Burritt Library (http: //library. ccsu. edu/about/podcasts/index. php) Johns Hopkins Medical Podcasts (http: //www. hopkinsmedicine. org/media. II/Podcasts. html) Edelman (http: //www. edelman. com/podcasts/) Records Management (http: //nuweb. northumbria. ac. uk/ceis_podcasts/index. php) Top 25 hits (http: //www. podcastingnews. com/forum/links_tophits. htm) 122 Sound. Practice. net

Models for online tutorials ($) n n n Viewlet Builder (http: //www. qarbon. com/presentationsoftware/viewletbuilder 5/) or (http: //www. p 4 you. co. uk/products. asp) Demo. Creator (http: //www. sameshow. com/demo-creator. html) Demofuse (http: //www. demofuse. com/) Adobe Captivate (http: //www. adobe. com/Products/Captivate) Camstudio (http: //camstudio. org) free streaming video software ¡ n n n Splashcast/Camstudio mashup (http: //danielrhood. com/2007/10/22/splashcastcamstudio-mashup/) Voicethread Audacity (http: //audacity. sourceforge. net/) Wink (http: //www. debugmode. com/wink/) Screentoaster Fire. Shot Screen. Shot Studio (http: //screenshot-program. com) Screenr. com 123

My. Space, Flickr and Twitter n Spirit of community ¡ ¡ n n n Communities of Practice (COPs) Linked. In Second Life Slideshare Dealing with Facebook fatigue 124

IM and mobile devices n n n n Reference assistance Overdue book notification Audio tours of the library Text message announcements of library events ‘Tip of the day’ Polls Coupons for library promotional freebies Wallpaper 125

Community and viral marketing tips n n n n Provide a great service Offer access to tools that help users spread the word Create humorous, but informative videos that leave the viewer wanting to learn more Create and support user groups Facilitate communication within groups Don’t just observe (lurk): Participate! Communities of Practice (COPs) 126

Event planning and giveaways (beyond bookmarks) n n n In the library Virtual scavenger and treasure hunts Community events Media events ALA Communications Handbook for Libraries (2004) n n n Go where your users go Make communication convenient, not compulsory Respect people’s privacy and social space UKSG 2007 annual conference 127

RSS Feeds n n n RSS in Plain English (http: //www. commoncraft. com/rss_plain_english) RSS Feeds – Key Skills (http: //library. christchurch. org. nz/Learning/Key. Skills/RSS/) Lib. Worm for staff development (http: //www. libworm. com/rss/librarianqueries. php) Law Journal Feeds (http: //law. wlu. edu/library/feeds/) Using Feedfor. All, RSSPublisher, or Google’s Feedburner to publish RSS Feeds (and podcasts) 128

Types of plans/planning n n Strategic Annual Operating Marketing ¡ Communications n Action n n Time horizon Format Audience Level of detail Relationship among them all 129

The marketing plan: Chart a course to success n n What are the components of a marketing plan? Do you have a model to follow? ¡ n Format is less important than content Does your plan agree with current stakeholder expectations? 130

A strategic tool n Analysis Objectives Action n Plan the work and work the plan n n 131

Elements of a marketing plan n n n Management summary Market Trend analysis Competition Existing challenges and opportunities Goals and objectives Functional action plans 132

Communication Plan n n n Goals: What do you want to happen? Objectives: What will be accomplished? Positioning statement: How do you want your library/info center to be perceived? Key message(s): What is the most important message you wish to deliver? Target audiences: Who needs to hear the message (inside and out)? Strategies: How will you deliver the message? Evaluation measures: How will you know you succeeded? 133

What must be done to reach the goals and objectives set for each product/service? n n n Articulate the marketing mix Include a schedule for completion of each activity (milestones) Assign staff responsibilities and budget for each activity 134

How will you know when it works? Measurement. n n Library-centered Institution-centered User/clientcentered (Other) Stakeholder -centered n n n Process responsiveness Process input quality Productivity measures 135

Marketing Campaign Design Worksheet (ACRL) Needs & Benefits Messages Platforms & Vehicles Frequency & Strategy Personnel & Dates Measures 136

Getting plan approval (buy-in) n Build rapport with all stakeholders and maximize their involvement in product/service development (including staff) ¡ ¡ n Do your homework ¡ n Don’t ignore objections Keep everyone in the loop throughout the development and launch cycle Know the personality styles of your stakeholders and which approaches are likely to work Allow sufficient time to write the plan ¡ Keep everyone informed 137

Evaluating your products and your marketing plan/efforts n n The challenge: Get feedback To ensure success, make changes! 138

Issues n n What do you achieve through evaluation? Do you know and use various ways to evaluate your products and services? 139

The evaluation process n n An ongoing activity A validation of your accomplishments A way to determine how well your products/plans are working A process to spark change 140

A successful evaluation n How well have products contributed to the library’s objectives? How well have products met customers’ needs? (Refer back to your Needs Assessment) Establish your budget objectives: ¡ ¡ ¡ n How much is the product worth to you? How much does it cost? What is the impact of each product/service on your operations? Establish client objectives: How many customers are needed to justify a product? ¡ What changes are necessary? New groups to target? Timetable? Responsibilities? 141

Characteristics of effective evaluation n n n n Evaluates each product independently Has structure Identifies internal & external forces Determines CSFs for each product Commits adequate resources to the process Allows sufficient time for evaluation Fosters cooperation between staff & clients Involves many groups 142

How to get started n n n Establish criteria Design surveys & questionnaires Assemble client lists Obtain feedback from key clients Compile measurable data on expenses & revenues Ask staff and superiors for feedback ¡ ¡ What do they recommend you do? Vendors can also play a valuable role 143

Questions to pose concerning facts n n n Why should I believe it? Does the claim need evidence to support it? If there is evidence provided, how good is the evidence? Other plausible interpretations? What reasonable alternative conclusions are possible? 144

Four basic approaches n n n Top-down Bottom-up Interactive (negotiated) ¡ n Wider range, including outsiders Objective (factual data) 145

Role of feedback in evaluation n n Helps evaluate effectiveness Provides a framework for modification Helps distinguish fact from fiction Communicates a serious image 146

Ways to obtain feedback n n Take into account corporate culture Be sensitive to individual preferences n Formal techniques ¡ ¡ n Evaluation forms Questionnaires/surveys Personal interviews Focus groups Informal techniques ¡ ¡ ¡ Budget data Meeting notes Usage logs Conversations with clients Letters of recommendation Memoranda of praise or complaint 147

Tips for obtaining feedback n n n Compel the client to complete evaluation forms Distribute evaluation forms with your product Ask for a response in person 148

Continuing forward n n Summarize the evaluation, determine necessary changes Estimate cost of changes; establish timetable for implementation Discuss proposed changes with staff, clients & superiors Implement most effective changes 149

When your plan fails to deliver n n Reassess actual clients vs. target market Reevaluate how the product was managed ¡ n n Are changes indicated? Compile a list of alternatives Discuss possible changes with staff & clients Develop & implement appropriate action steps for integrating changes Set a new timetable for re-evaluation 150

Some common problems n n n The evaluation is not an end in itself: The process must result in an action by the library The evaluation process is too complex Surprising customers with a change in service 151

Defining success n n Meeting objectives Creating a market presence ¡ ¡ n n Standing in the community Prestige Expanding markets (and market share) Financial expectations ¡ Not necessarily for profit n n Cost recovery Breakeven 152

Defining success: An information context n Financial issues ¡ ¡ n n Private sector Public sector Peer evaluation Standing within the information industry 153

Proven techniques for creating client satisfaction n n n Motivated staff, trained and empowered to solve clients’ problems Management commitment Client focus Client requirements known Friendly systems Make sure clients know that you appreciate their “business” 154

Measure… n n Focus of your efforts Flexibility of your staff Competitive nature of your operations Consistency of processes with stated objectives and goals 155

Measuring success n n n n Understanding business objectives Cutting unnecessary work Continuous improvement Eliminating waste Empowering the worker Learning from others Experiencing your services from the client’s point of view Creating value for the client 156

Presenting outcomes, results, progress, and impact n Speak the language of your clients ¡ n n Know what they measure (and methods used) Connect the dots Link to the university’s goals/strategies Use competitive information effectively Wrap it all up in a pretty picture Source: Dow Jones 157

The 5 A’s n n n Ambition Assertiveness Aggressiveness Appearance Attitude Corilee Christou, Lexis/Nexis 158

Key factors for success n n n n Skills and quality of staff Appropriate marketing Proactivity Creativity Strategy for pricing Projecting the image of credibility Understanding the legal framework Joint forces 159

Winning strategies for libraries n n n Understanding the competitive ladder Making quality your product Getting the most from your people Defining product Growing your business 160

Comments? Questions? Suggestions? Thank you! Barbie E. Keiser Barbie. Keiser@gmail. com bkeiser 1@jhu. edu 161