1.1+Organization+Best+Practices

While libraries operate without the traditional profit motive of the public sector, the need for marketing is just as important for non-profit organizations. Marketing, by definition, is "the process of planning and executing programs designed to influence the behavior of target audiences by creating and maintaining beneficial exchanges" (A&K, p. 39). Libraries regularly engage in efforts to change behavior and create exchanges of information or use of services. Whether it is a flyer publicizing the library's storytime programs or a pathfinder intended to increase use of the collection, libraries are already conducting marketing campaigns whether they realize it or not. Organizations such as KTPL, for example, must take these efforts a step further and take ownership of the process in order to position the library for long-term success.

Although these exchanges do not typically result in a monetary transaction, there are still implicit costs to library use that must be considered. Libraries demand many sacrifices from their customers, including asking them to bear an economic burden by contributing tax revenues, and sacrificing their old patterns of behaviors as well as ideas, values, and worldview in favor of that provided by the library. With budgets under more scrutiny than ever, libraries must be focus on providing the high value expected by customers in order to sustain financial support. It is no longer enough to accept tax revenue without a concerted effort on the part of library administrators to show the public how their money is being used and what value that it creates for the taxpayer. A complete understanding of these costs and benefits is crucial to the library’s marketing strategy. This presents a variety of opportunities for marketers who seek to improve use of library resources.

Despite the recognition of these costs and the need for marketing which communicates value, libraries have not traditionally invested in marketing to the same degree as their for-profit counterparts. In the business world, it is widely accepted that marketing budgets range from 10-30% of operating expenses (Helinsky, 2006). Most businesses also employ professional marketers who are trained in creating and implementing marketing plans. However, a 2008 study by the American Marketing Association found that "even before the full effects of the financial crisis were felt – 56% of U.S. non-profit organizations had annual marketing-budgets of less than $100,000 and that 42% of marketing departments were managed by //one person//. On average, the marketing budget was generally 2% to 3% of the overall budget, compared to the 10% or more that is typical in a for-profit business. Even more significantly, the AMA found that the percentage of an organization’s operational budget devoted to marketing tended to //decrease// as the size of the total budget increased (Fraimow, 2011)". Although in tough economies marketing may be the first expense eliminated, this would do more long-term damage than good to the organization. Funds allocated to products and services may be wasted if there availability is not effectively marketed to customers. Ideally, a library will demonstrate a commitment to marketing as evidenced by a dedicated budget and support from staff. Even if the organization does not have employees with specific business or marketing training, the educational opportunities for staff to develop these skills should be available.

Use the examples from the Singh article to describe the following organizations: Strong Marketing-Oriented Libraries Medium Marketing-Oriented Libraries Weak Marketing-Oriented Libraries

Singh, R. (2009). Exploring the Connection between Marketing  Knowledge and Behavior of Library and Information Professionals. //Library Leadership & Management//, //23//(3), 113-21. Retrieved October 17, 2009, from Library Lit & Inf Full Text database.This article looks at the different levels of marketing orientations among surveyed libraries and categorizes such libraries between strong, medium, and weak market orientation. More specifically, the study examines how libraries within each respective level of orientation view the breadth of library functions with respect to marketing's role in the library's overall operational mission. The article further explores the connection between how marketing is perceived by library management and how that perception plays out in the approach taken by library professional employed at those libraries.

Planning for strategic marketing: notes from A&K
 * Phases in the organizational marketing planning process:
 * Identify the organization's mission, objectives, and goals
 * Analyze the internal company culture
 * Analyze the strengths and weaknesses (environmental or organizational- what the organization is allowed to do) that the organization brings to the market
 * Analyze the external environment, including threats and opportunities
 * Identify key publics
 * Recognize competition
 * Survey the macroenvironment
 * Develop specific objectives (broad destinations) and goals (specific milestones with benchmarks) for the marketing strategy

What is KTPL's geographic market? Is it defined by a radius, planning zone, census tract, or the experiential advice of staff?

"Just as McDonald's would not consider counting only the hamburgers that are sold at the drive-through window, (eliminating those consumed in the restaurant from its total sales), neither can a public library afford to count only books that circulate as this would eliminate the count of important uses such as materials used in the library, librarians' assistance in resume writing and science projects, and computer instruction (Koontz, 2001, p. 7)

__Research:__

Add notes from Environmental Scanning article.

Fisher, P. & Pride, M. (2005). Blueprint for Your Library Marketing Plan: A Guide to Help You Survive and Thrive.

Helinsky, Z. (2006). Marketing to get better mileage from your resource. //Information World / Bilgi Dunyasi//, //7//(1), 89-103.