Becoming an "Old Home Place" Library - Part Two - Marketing

Yes, it's about an emotional connection . . . and marketing

Take your library outside the "box": that is, the brick and mortar building you are housed in.

One of the best practices for marketing library services on a shoe-string is local cooperation that produces a positive image, creates a demand, and fulfills your mission. As a small or rural library you can only do so much with--or without--publicity. Sooner or later you will have to meet your customers face to face. Go to the lap of the public, or where the people are.

Here's how:

Strengthen ties locally with your schools and population centers to market your library services and increase community awareness. Don't forget your non-profits, the local hospital, jail, or social services office.

Attend public functions such as parades, museums, and local exhibits or festivals as a representative of your library. Go armed with brochures and business cards, as well as your "elevator speech". Set up a table to "sign-up" people for library cards.

Celebrate your library with an anniversary of some sort with an open house, exhibits, music, or a picnic on the front lawn. This is a great way to hook-in families or tourists for the day.

Merge with other information distributors such as regional libraries, school and academic libraries, and special libraries such as those within the hospital, a law firm, or your local churches/parishes to facilitate networking, teamwork, and just to make friends. Your mantra might be "You promote my library services and I'll promote yours!"

Pull in the local organizations fire squad, police fraternity, or VFW post. Offer them your front lawn or meeting rooms for community outreach and educational presentations. And when local organizations have their annual fund raisers, convince them that a speech from the local librarian would be of great interest to their members and guests. Get in there with a brief, but memorable account of how the library can satisfy their business and personal learning needs.

These are just a few ideas to get you started marketing on a shoestring. You don't need money, just a little extra time that could be distributed between co-workers on their available days. 

Our goal should always be to grow services and relationships. So, bring the family!



Brought to you by The Settlement Library Project:
Serving People, Broadening Perspectives, and Sharing Resources in Libraries.



Image:  http://www.sugarpiefarmhouse.com/the-old-homeplace

Becomming an "Old Home Place" Library - Part One - Growing Your Library

Never forget: It's about an emotional connection

You and I realize that it is increasingly difficult for small and rural libraries to continue to survive. We know that a creative transition is necessary to ensure viability--one that includes translating into not only a center of information, but also one of local culture. Our goal should always be to grow services and relationships.

We also know that distributed forms of information have forced the central role of the library to modify. Individual communities with inventive and resourceful library boards and directors should be charged with developing some new strategy that will reflect the identity and personality of the community. This identity has the definite potential to create an "old home place" type of library environment for the locals. The idea is to build bridges where you can, and secure the faith of your residents. This will cement your small or rural library into their hearts making them come back and support your efforts. 

From the beginning, this blog has been about adjusting to, and implementing, this very specific modification. Here are the simple steps revisited:

Evaluate your customer's library experience

• Test your community: determine their opinions, ideas, thoughts, and information requirements.
• Then determine what services are most important for the pleasure and growth of your residents.
• Use this information to define the strategic direction you will need to take. 

Embrace new information technologies in your little corner of the planet

• Create a Vision . . . Tagline, Website, Brand, Advertising Strategy!
• Create a volunteer team that is tech savvy. 
• Create an advisory team that will keep abreast of current technologies and free informational Websites.
• Create a partnership with your local organizations, businesses, and groups to construct local educational opportunities, linked services, and cooperative skills. Get everyone involved!

Preserve the culture and historical value of your community

• Support and secure an emotional link through community history and memory projects.
• Focus on the personality of your town by reinforcing the identity of your residents.
• Begin a participatory archiving process for community pride. 
• Secure a community founded and funded informational, educational, and historical project that everyone can get involved with.

Experiment with creative spaces in your town

• Don't be afraid to ask: Capitalize on what's already out there by crafting small individual spaces within the community that draw attention and interest toward your library.
• Put up signage at the school, community college, fire hall, or VFW. 
• Be open-minded and creative concerning the use of your library space.
• Don't be afraid to start something! 

Brought to you by The Settlement Library Project:
Serving People, Broadening Perspectives, and Sharing Resources in Libraries



Image:  http://www.sugarpiefarmhouse.com/the-old-homeplace

Advocacy in the Rural Library: Become your own best customer

Become a Connector and connect across the miles.

I have talked alot about marketing on this blog.  Advocacy is something that breathes life into marketing, and marketing is what a rural librarian needs to breathe life into the rural community.

An advocate is one who pleads for a cause; a champion; a defender.  To be an advocate one must act upon, or do something.  Advocacy is a verb; an action word.  It does not entail siting around waiting for someone else to come along, pick up the standard, and get things done.  As librarians in rural communities, we must do it ourselves for our communities.  We must be the ones to positively impact behavior in our public enterprises and local society.  It is no longer enough to put a sign up; we must change and become our own best customers.

Advocacy influences the power structure of a library.  It helps to create allies, route information, and meet community needs in a low-income environment.  It is the difference between just being "there", and being a focal point and action center.  Advocacy keeps the lines of communication open, and forces library staff to be proactive in networking and promoting library services.  As information specialists in the new century, we need to think and behave like CEO's:  creative, dynamic, and venturesome enough to generate our own ideas into action, borrow them from successful organizations, and apply them at home.  Advocacy makes us "seen" and "heard".

"Librarian" is the perfect definition of a Connector. Connectors are the influential people in a community or locale who network and bring about rapid and widespread change.  This type of Connector-mentality creates the greatest library advocacy.  A Connector "grows" networks by sharing information, and by initiating access to information.  This is a person with an appetite for continuous learning, and one who is comfortable across a wide range of social and organizational settings.  This is the 21st century librarian who will bring the future into the rural library setting.

Everybody loves a good story, especially one that promotes wisdom and health into a community.  The library is already filled with the ideas of great thinkers, innovators, and doers.  Connectors can share themselves with the community by using the library as a "neutral zone".  Its about building advocacy through local civic and social service organizations, community activists, and religious leaders.  Every town has these people living in it.  This is the opportunity to invite people who turn great ideas into reality into the library setting.  It is up to the rural librarian to locate and connect with these individuals to create advocacy that helps solve community needs, and position the library as the focal point of the community. 

Library services are impacted by advocating with other types of Connectors because this type of connecting increases library value and library visibility.  So, become your own best customer:  become a community Connector and your library's greatest advocate!

See 'Fotched-On' Librarian's newsletter archive on Scribd for ideas and tips on how to go about it!


Brought to you by The Settlement Library Project:
Serving People, Changing Perspectives, and Sharing Resources in Libraries



image:  School Library Journal http://www.slj.com/2014/01/schools/california-school-librarians-look-to-higher-ed-during-advocacy-overhaul/

All Business is Show Business - Even in Libraries!

Book Review - Timeless for Marketing in any Field
All Business is Show Business: Strategies for Earning Standing Ovations From Your Customers and Employees by Scott McKain

Starred Review. Every day your library organization is in the spotlight. Your staff is performing and your supporters and customers will either love the show, hate the show, or worst of all, ignore the show. Scott McKain has discovered what film, television, and music industries have known for years:

To be successful, you must create an emotional link with your customers!

The traditional focus of the public library has revolved around passive free services complacent to changing times. This has buried the foundational and irreplaceable role of the library and its champion, the librarian, in the public eye. The business strategy of the public library has been that of economic principles to the point of poverty. To survive the advent of the internet and the push into the future, the library must now revolve around emotional principles as well as information literacy.

The challenge to the informational professional is clear in this entertainment age: create an information environment that ensures customer access to intelligence, and assures a positive emotional connection that will satisfy and gratify. Mr. McKain defines the purpose of any business: profitably create emotional connections that are so satisfying to customers and employees that loyalty is assured. Customers want to know that business, including that of the public library, has the ability to provide what they need in the way they need it.

Mr. McKain defines seven performance “abilities” which encompass these ideas:

1. Access-ability
2. Approach-ability
3. Rely-ability
4. Customize-ability
5. Upgrade-ability/Dispose-ability
6. Enjoy-ability
7. Remark-ability

Mr. McKain discusses the importance of learning what your customers think and feel about your services; “word of mouth” advertising; establishing a short, attention grabbing High Concept Statement; the power of the “story;” and the changing impact of time and emotions on business. A must read for any library professional struggling with indifference from the board and the public: a first lesson in communicating the value of the library to customers; library worth and irreplaceability to the community; a strategy ensuring adequate resources, and the effective use of marketing and advocacy.

“No matter what your business,” says Scott McKain, “you are always on stage. Make your performance one that leaves your customers with a feeling of Wow!”

At 215 pages, All Business Is Show Business will help you to create the ultimate customer experience in order to differentiate your organization, amaze your customers, and expand your profitability and value. An essential.

Title: All Business Is Show Business
Edition: Hardcover – each book personally signed
Author: McKain, Scott
Imprint: Nashville, Tenn.: Rutledge Hill, c2002.
Description: viii, 215p.; 24cm.
Subject: Organizational effectiveness.
Subject: Consumer behavior.
Subject: Marketing – Psychological aspects.
Subject: Success.

Adult Non-Fiction
659.2 McK 2002 02/04

Customer Service IS Added Value

Market It by Being It

When pursuing excellence, Michael Jordan refers to the key as teamwork and intelligence. For a library staff the formula is just as simple: like-minded individuals with similar objectives, interests and abilities who have the desire to provide the dynamics for customer service. A basketball team works together interacting and coordinating their objectives toward a common goal on the court, enabling the group to perform at a higher level of unity through purpose, loyalty and mutual accountability. “Advocates of team management say that teams are beneficial because they increase productivity, lead to better decisions, enhance employee commitment to work, foster creativity and innovation, increase organizational flexibility, and lead to greater customer satisfaction” (Stueart & Moran, 2007).

This team involvement and mind set is often an answer to individual empowerment allowing for individual contributions and accountability even within a library setting. Some organizations flourish in this type of flexible and trusting environment often leading to improved customer service and innovation. Because teams are so multifaceted and complex due to individual personalities and dynamics, successful teams enable all members to excel through the excellence portrayed by the entire unit. Teamwork enhances individual success through the common ground each team member shares with the team focus. For a basketball team, that team focus would be winning games. For a library staff, the team focus would be cementing the library and its services as essential within the community it serves.

The dynamics of teamwork, whether on a basketball court or within any sized library, enables interaction of individual talents, individual interests, and individual abilities and skills meshing together to create a quality experience for everyone involved.

For example, a Center is usually the biggest and tallest member of the team so that he/she can block and rebound the ball effectively. That is his/her skill, ability and talent on the court. In a library staff, there are those who are excellent writers, or have a talent in archiving, or another who enjoys planning events. Each member of the team is not only used corporately, but also individually. For the basketball team, this variety of positions equals added performance. For the library staff, a variety of individuals with personal expertise equals added value. The team or staff experiences increased job satisfaction, appreciation and respect, and the public experiences added value through that offshoot of team empowerment. Everyone contributes, and everyone benefits. Customer service becomes the point, the goal and the achievement.

In teamwork there is a greater unity of purpose: a loyalty to the group for the attainment of the goal placing the team purpose ahead of individual self-interests. This holistic mindset creates relationships: relationships which foster opportunities for greatness - and opportunities for lending a helping hand - making the individual just as successful as the unit itself. It’s a win/win for everyone.

Customer service IS added value; so market it by Being It.

Image: venturecompany.com/.../files/tag-experience.html

Name Calling: How about library Supporter?

To promote a higher concept of the modern library, perhaps we should start with a higher concept of its public.

What's in a name? Does it make a difference? Does it affect marketing? Is it ultimately important when considering branding? There seems to be a debate about name calling. What should the modern library and the new librarian call its public: Patron? User? Client? Customer?

The Merriam-Webster Explorer Dictionary defines a Patron as a chosen/special protector; a wealthy or influential supporter or a regular client or customer. A Customer is defined as one who patronizes or uses services; a buyer or purchaser; a regular or frequent buyer. On the other hand, a Client is a person who hires the services of a professional or someone under the protection of a patron. And a User is one who enjoys a presumptive right after long continued use.

There are elements of each of these terms which are acceptable and familiar when relating to library users. You could call the average library visitor a client or customer, but you couldn't accurately refer to everyone as a chosen special protector, or a wealthy or influential supporter per se. You might also call this person a customer because he patronizes or uses library services. But it would not be appropriate to call him a regular buyer or purchaser or an employer of library staff. Not to mention the term User conjuring up some negative images.

Because I do not feel any of these terms are wholly accurate to define this relationship, I decided to look for a different word; common yet definitive for this modern relationship which marketing has actually impacted.

As a result, I considered sponsor partly due to its being a synonym of patron, but found that a sponsor is one who accepts responsibility for another person or thing. I also came upon the term supporter: one that supports, backs up, assists. An advocate or champion. A common term, not medieval or stoic, nor squeamish. A nice sounding word which pretty well covers the personality of the frequent library lover/user. Perhaps library Supporter might encompass traits ideal for a new relationship between library visitors and library staff.

With the trends geared toward reviving, renewing and upgrading the library image and usefulness through marketing, perhaps terminology does make a difference. Creating a brand/image of the modern information giant and establishing that image is a real focus. And taking this image from the dark ages of memorizing the Dewey Decimal System to the Greek think tanks of the first librarians should be the future.

Perhaps it is time to forge ahead into that emotional bond; that connection between user and provider pursuing that element of dependency so necessary for the modern library and the new librarian to possess and nurture with its public in order to survive and thrive.

What's in a name is important. To promote a higher concept of the modern library, perhaps we should start with a higher concept of its public.

Image:ronjgiambalvo.wordpress.com/.../

Handbook for Small, Rural and Emerging Public Libraries

Book Review
Relevant for any era



Public libraries and library services are not necessarily about full-service to all communities, but rather, providing library services to municipalities that are not a part of a metropolitan area, or to those areas that do not possess library services at all. A full-service independent library is not necessarily feasible for all communities. In the Handbook for Small, Rural, and Emerging Libraries, Anne Gervasi and Betty Kay Seibt have provided many options for library services that can best meet the needs of any community regardless of population, state regulation or policies and finances.

"The small public library should strive to be a flattering mirror of its community."

Ms. Gervasi and Ms. Seibt deal with such subject content as the steps to “getting started” through the establishment of groups; purposes of the library in your community and options for library services. Survey questionnaires are provided for the evaluation process.

Educating the novice service planner or professional librarian is discussed in terms of legalities, policies, and bylaws - a must for every community planner to stay abreast of local government, the library board, and policy makers.

Marketing, fund raising, and public relations, including facing a hostile audience, are dealt with in detail.

And the ongoing problems of physical space, evaluating an existing building, renovating, or building anew are discussed in light of operating costs, space requirements, and the depth of services provided for the public and the staff.

The Handbook for Small, Rural, and Emerging Public Libraries relates in simple and understandable language the logistics and fundamentals of choosing, hiring, paying, and training library staff; choosing and building the collection; technical processing of library materials; circulation; building and providing reference and information services; library programming and public education; library management including housekeeping, budgeting, and record keeping, and the general outfitting of the library.

"Cooperation is the key to providing the best library service for your community. Cooperative service also includes the cooperation between the library and the community it serves."

Cooperative services with neighboring libraries, community agencies, regional library systems, state libraries, other professional organizations and the people within the community are discussed as essentials in providing continued long term support systems for the library. As Ms. Gervasi and Ms. Seibt state:

“Library service is only possible when you see your library as one link in the chain of information that forges a strong, vital resource and endows a stronger, more informed, free, and independent society.”

If you are a manager of an existing library who feels the need to upgrade, alter, or revitalize your services or your place in the community, this handbook is for you. If you are not sure of your goals, what services a library should offer, or if you have no library service currently existing, you may not be aware of your options. With 189 pages, the Handbook for Small, Rural, and Emerging Libraries is a comprehensive step-by-step diagram to guide you toward the type of library service that best suits the needs and resources of your community. A must read for professional librarians, entrepreneurs, and community planners.

Title: Handbook for Small, Rural, and Emerging Libraries
Author: Anne Gervasi and Betty Kay Seibt
Edition: Hardcover
Imprint: Phoenix, AZ : Oryx Press, 1988.
Description: xii, 196 p.; 23 cm.
Subject: Library planning
Subject: Library administration
Subject: Library science
Subject: Public libraries
Subject: Small libraries
Subject: Rural libraries

Adult Non-Fiction
Call Number: Z679.5 .G47 1988

Notes: Includes bibliographies, index, forms

Marketing DNA (2)

Best Fit for Small and Rural Libraries Part Two

"Changing Your Game: Aligning the Public through Customer Service"

What drives your community?
What skills does your library possess?
What is your best industry?
What is your passion?
It's not a marathon, it's a journey.
So find what best fits your library and make it real.

Here is how to articulate success creating that emotional connection by filling the community's needs.

Is marketing in your DNA?

The Settlement Library Project Presents Part 2 of Marketing DNA: Best Fit for Small and Rural Libraries from The Settlement Library Project

Music: Jesse Brock - Maury River Blues
This mp3 file was found at:hillcountrystringworks.com

Marketing DNA (1)

Best Fit for Small and Rural Libraries Part One

"Changing Your Game: Embrace Engagement"

What drives your community?
What skills does your library possess?
What is your best industry?
What is your passion?
It's not a marathon, it's a journey.
So find what best fits your library and make it real.

Here is how to articulate success creating that emotional connection by filling the community's needs.

The Settlement Library Project presents Marketing DNA (1): Best Fit for Small and Rural Libraries (part one) from The Settlement Library Project

Is marketing in your DNA?



Music: Jesse Brock - Maury River Blues
This mp3 file was found at:hillcountrystringworks.com

The Marketing Manifesto

Make it Your Public Declaration

Part of creating an image for any library includes defining the library’s belief system.

Marketing

• Marketing provides for research-based planning
• Marketing involves action: telling customers about available services and providing the expertise and support to make those services work
• Marketing allows choice
• Marketing focuses on the customer’s wants and needs

Public Relations

• Public relations views the library in terms of the community
• Public relations is part of every contact between library staff and customers
• Public relations is only one part of the “selling” process
• Public relations identifies library resources and makes them known to the public

Customer Service

• Customer service focuses on the “ultimate customer experience” possible in a library environment
• Customer service reinforces and improves existing services
• Customer service promotes an understanding and identification with library users
• Customer service responds to customer needs appropriately and conveniently

Staff Focus

• Staff focus is on the customer and the information needs of the customer
• Staff focus is active and proactive when responding to customer requests
• Staff focus is to be helpful, attentive, and accommodating at all times
• Staff focus is to create a safe and pleasant environment for all

“Customers are not captives. They will go elsewhere if not satisfied.” H. Baird Tenney

Image: guides.library.cornell.edu/HADM2243

Navigating the Library Road

Direction for getting Personal

When it comes to finding direction for rural or small libraries, there can be no doubt that imagination and innovation will be required to overcome the traditional source pool of the past. Financial challenges will always be an issue for libraries regardless of state or federal opportunities and easy access to the Web. Proving value and making library services essential to a community or organization are first steps beyond the operating budget of a parent organization or source. Because there is no such thing as a constant anymore, encouraging a feeling of contribution and excitement in the giver is the goal which makes “digging deeper” into the pockets of outside sources less intimidating. It’s the difference between navigating the library road, or taking a wrong turn.

For almost any library segment nontraditional support is probably the main support. Fund raising activities involving the community or organization both physically and emotionally create informed reality-based movers and shakers ready and able to meet initiatives and continuing financial needs. Just as volunteer fire fighter, ambulance squad, and police department’s sponsor annual programs, events and ticket sales to support their public service, so it must become when securing additional monies for a rural or small library. According to the true definition of “patron,” individuals or particular businesses/institutions/foundations should be called upon, convinced, and encouraged to lend practical and financial support to the library. This might include personal benefactors or organizational philanthropy.

The goal is to build a civic group of multiple stakeholders interested and committed to reinforcing and rewarding library values, service, access and intellectual freedom.

Your direction should be to prove out that the library can be the glue holding the community (or organization) together: a very vital and necessary link in the chain.

In the far reaching scope of acquiring funds, library staff should be called upon to contribute personal time and energy into capital campaigns in a broader marketing objective. Marketing specialized library services is a cooperative action challenging each member to assume leadership in some capacity according to their personal skills.

The goal is for the Friends Group and library board to work alongside staff and library volunteers in contacting and gaining support from community “influential’s,” and to rub elbows with the masses - becoming a familiar face within the community – to promote a helpful and friendly feeling of, “This library belongs to all of us.”

Your direction should be to maximize exposure and develop strategies to motivate assistance.

The direction for any rural or small library should be toward a relationship with the segment to be served. The library should be an external force breathing life and longevity into the community or organization. Once a relationship is secured - and value is proven by an emotional connection - support will naturally flow from varied sources. Giving to the furtherance of the library will become just as essential as giving to the fire squad or police department: the targeted segment will feel the necessity of library services and programs.

It is this relationship which secures the rural or small library’s path on the library road, and extends the new vision for the new librarian.

Image: www.davincis.org/Traditional%20.htm

Solo or One Person Libraries

Welcome to the Solo Librarians Division of SLA

Due to their reputation for "connecting people and information," the Special Libraries Association (http://www.sla.org/) has a blog for Solo's. Under the 'Community' link I located 'SLA Blogs' and chose the blog entitled, "Solos Helping Solos Blog" due to the commonality that many special libraries are manned and operated by one person under budget restraints.

My attraction to this blog was in its simplicity and excitement. This solo librarian discovered a cost effective marketing strategy to boost library popularity and services to her special segment.

This excerpt can be found directly at http://sla-divisions.typepad.com/solo_division_blog/ and scrolling down to "Library Newsletter."

I understand that with the many responsibilities required of a solo librarian, creating a library newsletter may not seem like something of great importance. It's amazing to me, however, just how effective a marketing mechanism a library newsletter can be!

My library's newsletter is not elaborate. Some months it is merely a list of the materials we have on a particular topic. Sometimes I ask other employees to write a few sentences about a book they had checked out and found particularly helpful. These endorsements by peers increase the popularity of the materials they mention exponentially. By reviewing an item for the newsletter, it also seems to increase an employee's sense of connection to the library.

Not only does the newsletter's presence market the individual items in the library, it also reminds people that there is a library and a librarian available to assist them.

Image:  http://catsandlibraries.tumbler.com