0.2+The+Final+Full+Paper

Reid, Stith August 12, 2011 Summer 2011 LIBR 283-11
 * Final Assignment

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 * **__ Marketing Organization Analysis: The King Township Public Library __** ||
 * Adele Reid, Megan Stith  ||
 * San Jose State University - School of Library & Information Science
 * San Jose State University - School of Library & Information Science

** Introduction ** Non-profit organizations, including public libraries, are finding themselves increasingly under both financial and competitive pressures. The development of a marketing strategy is an investment that can enable such organizations to better understand their audience or users, how to adjust their product or service to better meet users’ needs and expectations, and ultimately when, how and where to communicate with both current and potential users about their product. The following is an analysis of the planning and strategic activities of the King Township Public Library (KTPL), and a comparison of these activities against the marketing best practices recommended for non-profit organizations. The information about KTPL was obtained through the combination of discussions with the Acting CEO/Chief Librarian, Ms. Sharon Bentley, library reports and literature, as well as the experience of Ms. Adele Reid, who is a co-author of this report and a senior manager at KTPL since 2006. ** General Overview: The King Township Public Library ** KTPL is a four branch public library system serving the residents of the Township of King, which is a community in the province of Ontario, Canada, and is situated about one hour north of Toronto. The branches are located in the villages of King City, Schomberg, Nobleton, and Ansnorveldt. The Township has had library service since 1893, originally staffed through Women’s Institute volunteers in donated space. In 1969, the Township officially absorbed the library assets that were spread over the small villages within the geographic area, and eventually created an incorporated board in accordance to the provincial Public Library Act (KTPL, 2002, n.p.). KTPL serves a township of 20,000 citizens, covering over 300 sq kms (King, 2010). King Township is primarily a rural community, with three larger villages and a number of small enclaves at major intersections of township and county roads. There are three high schools and seven elementary schools. The township is populated with many who espouse the need for cultural and educational activity in the community. The community has also preserved a "small town" atmosphere, where many of the residents are familiar with each other through school, church, community organization, sports and local events. The community support for those things it values and its response is passionate towards maintaining and future funding of these valued services. Fortunately, the library is considered one of these high priorities. The community is also growing with new subdivisions of homes being built in all three of the major villages within the Township. There is much collaboration and support between the various community organizations, and the library both contributes to and benefits from these alliances. The organization can be described as being known for friendly, personal customer service. The branches are vibrant, often noisy with children and adults socializing. There is a family atmosphere amongst staff, with very low turnover. Staff is quick to promote programs and new material to patrons directly and provide good reader’s advisory service. Most staff goes beyond expectations in their service by contributing personal time and resources towards the library's presence in the community. Previous to the past decade, one could describe the culture as solely one of social service. With the hiring of more professional managers, elements of corporate culture have increasingly driven strategic planning, cost analysis and personnel performance activity. The trustees appointed to the library's Board have proven to be strong advocates for the library in terms of acquiring municipal funding, as well as donations from community organizations such as the Lions, Kinsmen, and local businesses. The library's trustees have also shown their support and trust of the library's senior management team, allowing for investment in the growth, presence and services offered to the community. The library has invested in developing a professional strategic plan. The mission statement of this plan positions the library not just as a book repository, but as a place to acquire knowledge that, in combination with service and esthetics, creates an environment that users enjoy and are loyal to: “The King Township Public Library Board is committed to providing an excellent centre of knowledge in a comfortable and welcoming environment” (KTPL, 2007, p. 2). Consequent to this mission statement are strategic goals and objectives that challenge the library management and staff to: - optimize the service provided to the community through programs and material offered - adopt new technology that improve the users' experience - improve the customer’s safety, comfort, and overall experience when visiting the library's facilities (KTPL, 2007, p. 4). In terms of communication, the organization continues to rely on self-published in-library posters, flyers and LCD monitor “slide-shows”. External communication is limited to outreach to local schools and community events, inserts in school flyers and promotional banners on the website. Newspaper advertising is expensive and limited to an average of three or four placements per year, typically when grant money enables such activity. KTPL is a well funded system with an operating budget of $1.2 million, or $60 per capita annually. In the last decade, the library has been able to make good use of municipal funds, grants and donations towards maintaining well-kept, modern facilities and services. Within the operating budget, funds have been specifically forecast for Advertising and Promotion. In 2010, this line was budgeted for $2550, or 0.2% of the total operating budget of $1.2 million. Included in this forecast were funding for the publishing of the annual report, promotional material for library participation in community events, advertising for job postings, and miscellaneous advertising (Ahmed, 2011 and Reid, 2009). However, this does not take into consideration promotional expenditures that were accomplished via grants and donations: in 2010, such activity totaled approximately $4500 (Reid, 2011). Other marketing activity is indirectly budgeted. For example, $138,000 of the salaries of both management (who are responsible for planning, promoting and executing programs) and staff (who are frequently asked to create flyers, brochures and displays) can be attributed to marketing. Much of the library's promotion is created and displayed in-house: another $7500 can be attributed to office supplies and furnishing, consulting and cataloguing expenses for marketing. Finally, the website is a form of promotion for the library. Subscriptions for tools like the Community Calendar, as well as web updates, surveys, maintenance and special projects totaled over $4,200 in 2010 (Reid, 2011). Cumulatively, in 2010, KTPL spent over $152, 000, or 12 % of the totally operating budget, on marketing activity. Results from an American Marketing Association's study of nonprofits note 2-3% is more common, compared to 10% average in public sector (Fraimow, 2011). The percentage of the budget spent on marketing activity is indicative of the effort put into marketing by this library. In reviewing this activity against the best practices associated to marketing for non-profit organizations, it became obvious that while the library would benefit from more formally following the processes associated to strong marketing strategy and plans, KTPL is already informally including many of these processes as it develops organization and product plans. ** Marketing Best Practices for Public Libraries ** 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" (Andreason & Kotler, 2002, 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 story-time 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 exercise ownership of the process in order to position the library for long-term success. Despite the need to communicate 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//... 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 the availability of these products and services 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. ** Mission, Goals, and Objectives: Best Practices ** Once marketing is recognized as an important investment for the library, planning for a strategic marketing plan must begin. If a library is "mature and well managed, it should have already completed an organization-wide strategic planning process (Andreason & Kotler, 2002, p.65)”. The organization must have a clearly defined mission with measurable objectives and goals that outline a realistic plan for achieving its purpose. An effective goal is one that Andresen (2011) describes as passing the "champagne test." This destination must be "clear enough that when you get there, people will know to crack the bottle of champagne and celebrate" (p. 1). Andreason and Kotler (2002, p.68) confirm that "the mission of an institution suggests more about where that institution is coming from than where it is going. It describes what the institution is about rather than the specific objectives and goals it will pursue in the coming period. Objectives state the broad direction; goals then operationalize that direction, numerically if possible”. This sense of direction is vital due to its impact on the organization's culture as well as the tactics the library takes to achieve its goals. ** KTPL’s Mission, Goals and Objectives ** KTPL has always had some form of simple mission statement and operating plans. In 2002, the library board decided to delve deeper into the strategic planning process and hired a planning consultant specializing in public libraries. The result was an official Strategic Plan for 2003 through 2005 that incorporated a concise mission statement, vision, goals and objectives. This plan was formulated through focus meetings including users, staff and the board trustees where SWOT analysis methods where used to build the mission statement as well as consequent goals and objectives. In 2006, a Community Needs Assessment, again using focus group research methods, was performed by an external consultant. With this information at hand, the planning consultants were brought back in 2007 to work with the staff and board to review and refine the mission statement, goals and objectives to give KTPL an operating direction for 2008 through 2011. It was determined the mission and vision were still appropriate, but time to incorporate new goals, or revise some that had not come to fruition in the previous Strategic Plan. The 2008-2011 Strategic Plan is still in place and used to prioritize KTPL’s activities. Consequently, this edition of KTPL’s Strategic Plan will be used for this analysis. The current mission is stated as “The King Township Public Library Board is committed to providing an excellent centre of knowledge in a comfortable and welcoming environment” (KTPL, 2007, p. 1). This is followed by the vision statement that “The King Township Public Library seeks to connect residents to each other and their neighborhood and to worlds of imagination and discovery” (KTPL, 2007, p. 2). The mission and vision were developed upon the recognition that a library is no longer just about books but any media that information can exist in. It also recognizes that there is competition for users in both the commercial and virtual worlds and that by creating an environment that not only is about searching for material, but somewhere to enjoy doing so may attract and commit users. This welcoming culture and quest for excellence in providing information is also present in the library’s website. Finally, it recognizes the public’s stated need for a place to interact as a member of the community. Using the Community Needs Assessment as a guide, the following “goals” were published in the 2008-2011 Strategic Plan: (KTPL, 2007, p. 4). It is to be noted that the term “goals” for these statements is the correct usage: each of these statements describes desired achievements in general. Each goal has been broken into a set of objectives. For example, under the goal about communicating, one can find the objectives (measurable by completion dates) of: (KTPL, 2007, p. 6) ** Mission, Goals, and Objectives: Recommendations ** Andreason and Kotler (2002) state that "an organization should strive for a mission that is feasible, motivating, and distinctive" (p. 67). In development of the mission and vision statements for KTPL, the Board and senior management team strove for a mission statement that is applicable to whatever evolution of information exchange and mediums occurs in the next decade. The mission statement states simply what the library is about (an excellent centre of knowledge) and how (in a comfortable and welcoming environment). The vision statement reinforces who the library intends to serve (the residents) and with what services (worlds of imagination and discovery). Again, the vision statement is broad and timeless, enabling the library to continue this vision forward within the evolution of the community and what services may be best suited to deliver knowledge, information and entertainment. Each of the four goals set for this strategic plan tie well into the mission of providing knowledge in a comfortable and welcoming environment. The objectives associated to each goal have then been assigned to a manager or group of managers to accomplish. Many of the objectives were assigned target completion dates. However, it is notable that a number of the objectives lack the numerical targets advocated by Andreason and Kotler (2002, p. 68). Koontz (2004) also impresses the need to assign measurable objectives to the goals, for the sake of being able to monitor and evaluate the performance of these objectives as well as to know when to adjust and correct: "marketing evaluation measures whether established objectives have been achieved" (p.8). An example of the absence of metrics is the objective of "seize opportunities to increase public hours of operations" under the goal of "fostering attractive, accessible and functional library spaces throughout the community" (KTPL, 2007, p. 5). This objective does not set a target for how many hours, in which branch, or a percentage of time. For example, the measurement could be stated as "increase hours of operations at Schomberg to match those of the King City branch". It can be seen clearly how a SWOT analysis, as well environmental scanning could assist in developing measurable objectives. By performing these analyses in the formative stages of the strategic plan, the organization is in a better position to state firm targets to monitor and evaluate performance against the objective. As priorities for the library change based on internal and external pressures, so too do the goals and objectives, albeit informally. For example, the allocation of funds to commence the construction of an elevator at the King City branch precluded most other activity, as the strain of continuing operations during a major renovation that included the main entrance absorbed a disproportionate amount of the library's resources. KTPL should consider adopting more quantifiable measures within the plan’s objectives. Very few objectives use measurable targets and lack the numerical standards advocated by Andreason and Kotler (2002, p. 68). Without a set of quantitative objectives, it will be impossible for the library to know whether they are close to or have already achieved their goals. A goal of increasing library use by teens, for example, is too vague and therefore ineffective. Revising the goals to include percentages or even relative amounts will better enable administrators to assess the KTPL’s position. Marketing should also be established as a priority in the library’s long-term plan. Therefore, the following additions to the current strategic plan are proposed: **__ Goal 1: Marketing __** ** KTPL shall implement an ongoing commitment to marketing in order keep services relevant while maximizing the return on the community’s investment. ****// Objective 1. //** Establish a marketing team made up of library administrators, employees, and stakeholders. This committee will meet at least once per year to review KTPL’s strategic plan, survey changes in the environment, and identify new opportunities. **// Objective 2 //**. Create a written marketing mix plan for all new programs or services to ensure all endeavors are completely thought through before implementation. **// Objective 3 //**. Utilize technology to enhance market research and promotion. A monthly library newsletter that includes an upcoming program schedule, latest collection additions, link to an online customer survey, and any other pertinent updates will be emailed to those who wish to subscribe. KTPL will continually provide on-line assessments in order to modify resources and services to meet customer requests. **__ Goal 2: Management Capability __**** KTPL will provide management with the tools required to gain the knowledge necessary to remain up-to-date with the ever-changing environment, while motivating staff to work more efficiently and effectively. ** **// Objective 1 //. ** Management will restructure staff duties so that marketing is managed by one employee who is then responsible for internal promotions with employees. Having a Marketing Manager will ensure a consistent message with the public and create a collaborative work environment. **// Objective 2 //**. Upper management will invest in technologies that allow for virtual access to library services. Within one year, customers will be able to access their accounts, place reserves, ask reference questions, view recorded programs, and download media from KTPL’s website. By focusing on convenience and flexibility of place, the library will be able to bring its products to even more users. **// Objective 3 //**. Management will experiment with a “station rotation” schedule where staff will have set hours to work the circulation desk, technical services, and roaming reference in order to cross-train and increase understanding of internal operations. This familiarity can help increase cross-promotion of the library’s product lines. **__ Goal 3: Staff Development __** ** KTPL will provide knowledgeable, friendly, and proactive staff members who offer excellent customer service to meet the evolving needs of its patrons. ****// Objective 1 //**. Library administration will design and implement a staff orientation for all newhires and an ongoing customer service training program for existing staff. Library administration will devise and implement a recognition program for outstanding customer service. **// Objective 2. //** Staff in each department will actively learn and incorporate current trends in their respective services by holding monthly meetings to review topics presented in current professional literature and by participating in at least four in-house or online staff development classes or workshops each year. At least one in-house training session will be entirely devoted to new and existing marketing resources. **// Objective 3 //**. A “roaming staff” program will be implemented to meet, assist, and increase interactions with patrons. This opportunity for personal contact will be used to promote the library’s diverse products and services.These goals and objectives support KTPL’s marketing efforts, as their implementation will result in a staff that is better trained at their jobs, more effective at communicating the library’s offerings, and who knows how their efforts relate to the organization’s long-term plans. ** Environmental Influences: Best Practices ** The library's internal culture should reflect the principles outlined by the mission, values, goals, and objectives since "best-run" organizations exhibit several common factors. According to Andreason & Kotler (2002), "the dominance and coherence of culture proved to be an essential quality of the excellent companies. Moreover, the stronger the culture and the more it was directed toward the marketplace, the less need was there for policy manuals, organization charts, or detailed procedures and rules. In these companies, people way down the line know what they are supposed to do in most situations because the handful of guiding values is crystal clear” (p.70). A successful organization can also be interpreted as one that exhibits the following characteristics: Customer-centered, Visionary, Differentiated, Sustainable, Easily communicated, Motivating, and Flexible (p.83). These principles should be kept in mind when crafting the library's strategic plan. A clear mission, values, objectives, and goals will help dictate everything from the library's staff culture to daily operations such as customer service. The library’s leadership should be engaged with staff and the community at large (Haycock, 2011). Managers should possess “people skills” including empathy, emotional intelligence, transformational ability, political savvy, and social skills in order to motivate library staff and build a network of supporters. Leaders who are active in external efforts, such as fostering partnerships with community groups, will help ensure the organization’s long-term sustainability. A lesson can be taken from the business world, where highly successful organizations were found to have leaders who demonstrated “clarity of purpose, the ability to communicate that purpose, the creation of a positive working environment, and careful measurement of results” (Lakos & Phipps, 2004, p. 347). These interpersonal skills are vital to staff morale and productivity as well as in communicating the library’s value to the public. ** KTPL’s Environmental Influences ** The most formal environmental scan performed by KTPL was the Community Needs Assessment (CNA), published in July 2006. This assessment, led by the consultants Monteith and Brown Planning Associates, was funded through a combination of a provincial grant and from a development fund budget allocated to the library by the Township. A full copy of the assessment can be found on KTPL's website. The consultants used a combination of surveys, focus groups, third-party psychographic and demographic studies, the most recent Census and long term population forecasts in the compilation of the report. Opinions were solicited not only from staff, management and the Board, but also from both users and non-users from the community. The end product has been a key driver in terms of the development of the 2008-2011 Strategic Plan as well as rationale for funding requests and grant expenditures. This assessment does not represent the only environmental scanning practiced by KTPL. During the development and implementation of future year budgets as well as of programs and services, environmental scanning takes place. The management team uses information from the Township, school boards, the Census, the chamber of commerce, statistics generated by library usage, provincial statistics as well as news of change and development in community. Currently, the introduction of full-time kindergarten and the construction of new subdivisions in each of the three hub communities in the township are environmental situations that stand to impact KTPL, and are being scrutinized carefully by the management team. Generally, information from the CNA and from the latest Census show that the community of King Township has one of the highest per capita incomes in Canada, with an annual income of $82, 000 per family. Monteith and Brown (2006) advised the library that "given the socio-economic profile of King Township, residents have many options available for meeting their ‘library’ needs including purchasing their own books and materials. As such, KTPL must strive to stay at the leading edge of information technology and lifelong learning initiatives in order to meet the unique needs of this community" (p. 5). Another environmental consideration Monteith and Brown identified is that is that King Township is located just outside the urban sprawl that constitutes the suburbs of Toronto. If the city continues to grown, they suggest that King Township could become a suburban community and face pressure to increase economic development opportunities (p. 6). The consultant's research forecasted growth of 60% from 2006 to 2021: from 20,000 to 32,000 residents. The current population mix shows that 13% are seniors and growing, which is important as seniors have traditionally been a significant user group of the library. There is low ethnic diversity (3% visible minorities) observed in the current population, but Monteith and Brown suggest this may also change as the population grows. Outside of the CNA, KTPL has identified other external factors to consider. Competition for usage is an ever-present threat: book stores; restaurants now providing WiFi; information available on the Internet; programs offered by other organizations; Netflix and instant movie access by cable and satellite providers; larger libraries offering reciprocal borrowing privileges; and, less expensive computers and Internet access are but to name a few of the challenges KTPL faces. Growth and development of the community has also presented its own challenges, and is probably the most relevant environmental factor facing the library. For example, sewer and road construction has made accessibility to two branches very difficult and resulted in decreased door statistics. Competition for municipal funds is at an all time high and an economic downturn has decreased the taxpayers’ tolerance for increases to their property bills. New users with different expectations based on previous urban library experience are changing the experience at the circulation desk. Gone are the days of not having to ask for a library card and overdue or non-returned material statistics are on the increase. The aging population of those who have spent their lives in this community is also a challenge: staunch supporters and users of the library are leaving the community for retirement homes or passing away. Despite the transition in the user profile, however, KTPL continues to enjoy immense support from its community as demonstrated by the support shown in fundraising campaigns, letters to council, and participation in library events. While understanding the external environment cannot be ignored by an organization, neither can the micro-environment. Understanding the culture and inner politics of the organization is also critical to the development of strong strategic plans. The programs are well attended, and Internet stations constantly used. Most staff members know the patrons, if not as neighbors, at least as a familiar face and name. None of the branches have a specific reference desk: all information service is provided at the circulation desk or out in the stacks. Only one branch consistently has MLIS or Library Technician trained staff on duty. Most reference work is handled by paraprofessional staff. The staff of 40, which includes 5 full time managers and librarians, is passionate about the library. The five salaried staff members all have multiple responsibilities for the day-to-day operation of the system, leading to minimal time to implement new projects. Through the persistent and often successful application to provincial and federal grant programs, the library has enabled contract staffing to move critical projects ahead, but at the risk of eventual degeneration of such projects due to lack of resources post-contract. The management team is both innovative and productive; KTPL has twice been on the top three shortlists for major provincial library awards the past two years for projects that have highly contributed to both the township and beyond. ** Environmental Influences: Recommendations ** KTPL conducts periodic informal environmental scans, but it is recommended that these be formalized and regularly scheduled. The library often relies on secondhand statistics or qualitative information from the township rather than assessing the environment independently. The township’s reporting focus is also different than the library’s which makes it difficult to determine implications of growth on the library. Learning how many sewers the township installed in a given year, for example, does not tell a complete story about the type of new houses built and what impact that will have on the community’s demographics. Recently a KTPL employee visited a new housing development and spoke to the real estate agent on duty to learn more about what kind of people would be moving to this area of the township. The initiative is there; it should just be encouraged by management and standardized through regular independent data-gathering projects. It should also be recognized that the Community Needs Assessment is a static picture and must be frequently revisited. As time goes by, the reality of change needs to be considered in conjunction with this report. A local business shutting down or major market crash, for example, may reduce or eliminate new housing developments, which slows growth of the community. KTPL must incorporate these external factors into its plan since the wants and needs of customers are constantly evolving. ** Stakeholders and Publics: Best Practices ** Successful libraries engage their stakeholders throughout the planning and marketing process. There are several strategies used to identify these groups, it is recommended that a narrow approach be taken to defining stakeholders. Jerabek and McMain (2002) suggest that outstanding organizations typically adopt a narrow definition of “stakeholder” when identifying individuals or groups who will be involved in a needs assessment project. They assert that “the more specifically stakeholder groups are defined, the more readily assessors will be able to target members of those groups, thus making the assessment process more manageable” (p.389). Stakeholder identification should not be limited to only external parties. Best practices mandate “the inclusion of all levels of stakeholder groups (both internal and external) further is groundbreaking in the desire to view the library branch as an instrument of community involvement and development (Haycock, 2011, p.276).” Including specifically targeted stakeholders from outside and within the library throughout the market research process will invest individuals from multiple perspectives in the organization’s success.** KTPL and it Stakeholders ** As recognized in KTPL’s mission statement, and also articulated by Ms. Bentley, the library considers its primary stakeholder to be the residents of King Township. The library’s purpose is the information, education and entertainment needs of this community. However, there are many other stakeholders that the library and its management team clearly recognize and take into consideration while formulating budgets, presenting grant and funding requests, developing programs, planning capital acquisition, and managing the collection. A summary of these stakeholders is presented in Appendix One. Ms. Bentley also made a critical observation about stakeholders that links directly to the need for a strong marketing plan: not only is the user who visits the library a stakeholder, but so too are the users that we do not know much about. There are many who never step foot in the library’s branches, but utilize the website. Those users are as important as those who physical visit, and should be considered in the planning and strategic development of the system (S. Bentley, personal communication, August 3, 2011). ** Stakeholders and Publics: Recommendations ** Given the participation of the Board, management and staff in both the community assessment and strategic plan processes, it is apparent that the KTPL team has a good understanding of who their stakeholders are and what role these stakeholders play in the library’s day-to-day operations, annual budgeting, and long term planning. KTPL reached out to a variety of stakeholder groups during the strategic planning process in accordance with best-practices. These relationships should be fostered not only during times of planning, but on a regular basis. The library recognizes staff as an important stakeholder that deserves consideration and should be included in internal marketing campaigns. Non-users are also specifically addressed by KTPL’s plan, although the needs and motivations of this group should be continually reassessed. A thorough understanding of stakeholder’s priorities and strategies will also help KTPL identify areas for future partnerships. It is recommended that KTPL not only identify publics and stakeholders, but investigate the current and future positions of these groups as well. Knowing that the Chamber of Commerce has a vested interest in the library, for example, may not lead to constructive action unless the motivations of this group are understood. Looking at the organization in-depth may reveal opportunities that could have gone unnoticed otherwise. For example, a partnership between KTPL and the Chamber could result in educational programs, market research instruction, and technology classes to support local small business owners. Investigating chances for such cooperation would create mutually beneficial relationships that meet the goals of both organizations. ** SWOT: Best Practices ** Marketers must look to external opportunities and threats in addition to internal strengths and weaknesses to identify what differentiated need the library fulfills. Key market segments must be identified and unique strategies customized to fit the needs of different customers. Competition should be recognized and evaluated and the larger operating environment surveyed. An understanding of these factors allows marketers to decide which segments to target and what tactics are best suited to this strategy. **// KTPL’s Strengths //** One of the key strengths of this library is its staff. The staff of 40, which includes 5 full time managers and librarians, is passionate about the library. Content with their non-unionized working environment, staff is quick to promote the library and its activities. Consequent to the service provided by this staff, the current patrons are loyal and generous. Many are willing to approach their respective politicians to support the library, and many attend programs on a repeat basis. Former child patrons are now bringing their own children to the literacy events. Most library promotion is resultant of staff creativity and talent in publishing software. With good municipal funding in comparison to other communities of this size, as well as through proactively pursuing grants, KTPL has been able to source professional consultants in the development and maintenance of a proficient and productive website. Managers and librarians are also offered many opportunities for professional development to keep current in advancements in management, resources for and promotion of public libraries. The library has also maintained currency in the technology offered to patrons - one of the first libraries in Ontario to offer wireless access to the internet to the community, the library keeps up to date on advancements in technology. Members of the management team are all comfortable and knowledgeable in most current web and hardware applications such as social software, databases, smart-phones and e-readers. The organization has also been aggressive with technological advancement in terms of internet availability, web-based services and new forms of material media. This library does not think or act like a small library, which has enabled the KTPL team to provide services typically associated with larger systems. **// KTPL’s Weaknesses //** Serving this rural community over such a wide area has seen the opening of four branches over the past fifty years. The cost of staffing and operating four buildings is a challenge in both funding the system and in the number of resources (both staff and money) to allocate to projects. While a key strength of the library, KTPL’s staffing also constitutes a weakness in terms of the few people available to deal with the multiple priorities, and even more importantly to continue or follow-up on past projects. Staff continually develops new ideas for programs, outreach, and promotion, but most do not reach maturity given multiple responsibilities. The Homebound program is one example where a grant-funded librarian was contracted to develop, promote, and administer the delivery of library material to homebound patrons. After the termination of the contract, the program has deteriorated and currently has few users. The five salaried staff members all have multiple responsibilities for the day-to-day operation of the system, leading to minimal time to implement new projects. Through the persistent and often successful application to provincial and federal grant programs, the library has enabled contract staffing to move critical projects ahead, but the use of contract employees also presents the danger of such projects degenerating due to lack of resources post-contract. Front-line staff tends to be less comfortable with new technology, so are less inclined to make use of databases and promote new material such as downloadable e-books and Playaway devices. While KTPL is well funded, the cost of traditional external communication formats such as newspaper and radio is still prohibitive. In terms of communication, the organization continues to rely on promotional materials created and printed in-house. External communication is limited to outreach to local schools and community events, inserts in school flyers and promotional banners on the website. Newspaper advertising is limited to an average of three or four placements per year, typically when grant money enables such activity. Finally, an important weakness has been in the measurement of the performance of some initiatives. Part of this is associated with the need for the capture and analysis of typical library statistics such as circulation and program use. But it is also associated to the real or perceived need to move on to the next priority. **// KTPL’s Opportunities //** On the opportunity side, the township has historically supported the library and upheld it as a valuable institution for the community. Their views have ensured continued funding and expansion of services through the establishment of branches. The community is also growing with new subdivisions of homes being built in all three of the major villages within the Township. The challenges represented by this growth, development, and competition also represent new opportunities for KTPL. New residents are potential new users, as well as a new tax-base for the town. New subdivisions also come with development charges to the builders, a portion of which the library receives towards dealing with the new growth. Budgetary pressure can be used to “sharpen the pencils” and prioritize efforts for new modes of supply and funding as well as identifying waste. Competition can also be reversed: with the growth of Netflix and cable/satellite access to movies, the last of the movie rental stores has now closed in the township. However, many residents of the township do not have the Internet bandwidth or access to cable to cost-effectively download movies. Consequently, there is opportunity to grow the use of the library’s DVD collection, and consequently, get more people in the buildings that may not otherwise have come to the library. There is much collaboration and support between the various community organizations, and the library both contributes to and benefits from these alliances. KTPL’s partnership with community historical, arts and culture, and heritage organizations also presents an opportunity. As quoted by Monteith and Brown 2006) from the Ontario Municipal Cultural Planning Partnership of December 2005, "strengths and opportunities in the Local and Municipal context {includes} the emergence of cross sectoral convening bodies in some communities linking arts, heritage, libraries, etc.” (p.7).   Through renovations and removal of obstacles, KTPL has been working to enhance the libraries' functionality, amenities and welcoming public environment over the last few years. However, the public encourages the Library to continue to evolve: “The King City Public Library could and should be an important cultural centre for our community – it is near the centre of the town and near schools and is easily accessible to most residents. Wouldn’t it be nice to have an addition built to the library – where we could meet friends for tea/coffee – with couches and music – a real “get together” place – there is no place like this in town and it would be a perfect complement to our library”( Monteith and Brown, 2006). **// KTPL’s Threats //** There is minimal industry in the township, with a couple of moderately sized auto-parts manufacturers in the northwest sector. Business in the community is mostly retail or service oriented. Consequently, the township tax base is primarily residential, which has stymied the Township's ability to increase municipal funding. There is little public transit available, with rush-hour timed service on only a few major roads. Taxi service must be called in from neighboring towns, and must be planned in advanced or the user is subject to a long wait. While the Township’s affluence is a strength it can also pose a threat since many residents can easily acquire computer technology and have the education to be able to self-service their information needs. Most also have the discretionary income to purchase material such as books, or access to 24/7 entertainment via cable, satellite or the internet. While the growth of the community is a welcome input to municipal funding and potential users, this growth is also changing the expectation set that the new residents bring with them. This growth has increased the number of different ethnicities in the community. A number of these new residents have experienced the services and materials associated with larger urban libraries, and may bring with them a new set of demands for KTPL. Finally, the township council and mayor elected in November 2010 have established an edict towards cost reduction and service rationalization, with the motto of "if we don't have money for it, we won't be budgeting it." Given major infrastructure update given years of minimal spending on things like buildings, roads and sewers, most predict that the next decade will present major pressure on all municipal services, including the library, to minimize increases to or reduce operating budgets. Another threat is the aging of the community's population - many regular users have moved from the Township to be with their families, or have passed away. Many of the users who grew up using the library have also moved away, given the extremely high cost of housing and lack of jobs. This trend may be reversed with the new housing under development, but these new residents have no history with the library and it will probably require more resources to connect with them. ** SWOT: Recommendations ** KTPL has clearly invested significant time and effort in making a comprehensive strategic plan. For the past ten years, the library employed professional assistance in creating an effective long-term vision for the organization. To maximize the plan’s relevance, however, it is recommended that the mission, goals, objectives, environmental scan, and SWOT be revisited on a regular basis. Currently the plan is revised every 4-5 years, but frequently stopping to check the library’s progress against its goals can only help the organization. There are already regular times where data is gathered to assess the library’s position, such as during the annual reporting process. This would be an ideal time to briefly review the strategic plan and decide whether any immediate revision is necessary. If a new bookstore opens up close to the library, for example, or a new company opens and results in an influx of citizens, KTPL could fall behind if they only revisit their plan twice a decade. The library may also miss out on valuable opportunities if they do not regularly take the time to identify emerging markets. ** Customer Market Research: Best Practices ** Given the economic climate and demand for organizational accountability, marketing decisions must be made using data rather than long-held assumptions. Affirming this need for more quantitative assessment is Lakos and Phipps’ (2004) assertion that, “libraries must to be able to measure their outcomes and systematically make technology, budget allocation, service, and policy decisions based on a range of data—needs assessment data, customer evaluation data, stakeholder expectation data, and internal process and organizational effectiveness data” (p. 347). Both internal and external data sources should be used to create a complete picture of the library’s position. Most for-profit businesses would never contemplate making any significant decision without weighing their options with market research. Libraries must adopt a similar method and realize that there is likely a difference between what managers think they know about the community’s needs and the actual needs of the community. Although internal statistics have been widely used in library decision-making, they must be complete even when use can be difficult to quantify. Libraries that do not measure and report in-house use such as computer sessions or reference questions may appear poorly used and be vulnerable to budget cuts (Koontz, 2001). Throughout the marketing process, "dynamic and ongoing customer research is crucial to provide library services and materials that meet complex needs in ever-changing communities” (Koontz, 2001, p.3). Libraries have a variety of options available for gathering market data, including census reports and geographic mapping systems. Ideally, marketers will evaluate and use these resources to create the most comprehensive, fact-based picture of the community the library serves.   ** Customer Market Research at KTPL **    Currently, KTPL utilizes a number of sources to better understand the community it serves. Internally, the reporting functionality of the integrated library systems provides a wealth of user information. Information about the age range (junior, adult, senior) and location (address and postal code) of users is collected upon registration, and can be further supplemented by which school is attended and voting ward. Circulation statistics offer insight into activity within each of the collections and at each of the branches. Door counter technology has also assisted in understanding usage by driving counts to hourly statistics and providing automated comparative analysis. Looking outside the library doors, the latest Statistics Canada Census provides data about the population of King Township. The Census includes information at the Township level for age, income, family situation, education, language, mobility, ethnicity, citizenship, employment and occupations. The 2006 Community Needs Assessment and town planning reports have been used towards market research for organizational and product planning projects. Not only have such reports accumulated opinions from the community via focus groups, but these reports also contain professionally acquired mid to long term forecasts. The library has also used surveys and feedback tools to gain more insight from the users. Past surveys elicited general satisfaction feedback, but more recently, surveys have been distributed after programs to get more specific information from the attendees. Recognizing that these surveys focus on current users, KTPL has also sent out surveys periodically to the general population as an inclusion to the tax bill package each residential owner receives. The Children’s Manager utilizes her interaction with the local schools to procure information on registration numbers, as well as demographic statistics prepared by York Region (population, births) and the school boards (registration, locations of full-time kindergarten). In some cases, market research has been as informal as stopping by real-estate offices and new home sales centers to talk to realtors and developers about who is buying homes in the area. Finally, with the prevalence of internet usage, KTPL has made use of Google Analytics, focus groups and other tracking tools to learn more about the users of its website. Information can be obtained about where users launch from to get to the library’s website, their origin, as well as the usage of the various tools presented in the site, and in some cases, statistics from within these tools. For example, the number of downloaded e-books can be obtained from Overdrive. During the 2005 redesign of KTPL’s website, focus groups were used to generate input on types of use, preferences and concerns. ** Customer Market Research: Recommendations ** Although KTPL is not included in the American Public Library Geographic Database which aggregates valuable library statistics, there are still several options for external data sources. The Canadian Census website has a wealth of statistics which can be used in a manner similar to that advocated by Koontz (2003), who stated that using “data systematically for day to day library planning is now only feasible, but necessary” (p.2). Statistics from local and provincial governments, professional library organizations, and other industries such as the real estate market can provide meaningful insight into the changing community. While they may not be library-specific, information from sites that evaluate the local school system or real estate market can highlight major trends or problems that impact KTPL’s customers. A list of URL's to a number of free sources of demographic information specific to the communities of King Township is presented in Appendix Two. Lifestyle, satisfaction, and “output” opinion research should be conducted whenever the opportunity is presented in an effort to learn more about its users. The process of collecting user registration for library accounts and programs presents an immense opportunity to learn more about users, their habits and even opinions. Post-program discussion either formally or informally between library staff and attendees also presents an opportunity to collect psycho graphic data. Technology has made the process of surveying easier than ever, and questions could be made available on the library’s website or social networking page. Independently gathering firsthand comments from customers in conjunction with regular scans of national and local data sources will help create a more complete picture for marketers. While there are many no-cost sites that provide general demographic information, the availability of psychographic or lifestyle data for the community as a whole is difficult to acquire without a significant investment of library resources. One such source is Environics. For a fee of $15,000 to $18,000 annually, one can obtain a license to access the web-based databases that Environics has prepared using a combination of census data, opinion polls, geocoding, and scholarly forecasts for the next three, five and ten year horizons (P. Baker - Environics, personal communication, August 2, 2011). Understanding the annual fee is prohibitive for smaller organizations, Environics is open to discussing consortium pricing for groups of small libraries, or library and municipal partnerships. The Oakville Public Library has acquired an Environics license, by sharing the cost of the license with the city’s Parks and Recreation Department.
 * 1)  Fostering attractive, accessible and functional library spaces throughout the community;
 * 2)  Building collections and services to meet your many and diverse information needs;
 * 3)  Communicating with you about our services and providing opportunities for learning about what the Library has to offer;
 * 4)  Implementing a technology strategy that is responsive to your information needs
 * 1)  Development and distribution of library guide by January 2009
 * 2)  Annual report published in 2009 with revised format and content
 * 3)  Donation brochure developed and in circulation by January 2010
 * 4)  Meeting room brochure developed and in circulation by June 2009
 * 5)  Create a survey for parents and young families asking for their input about library services – survey to be conducted each fall starting in September 2008.

** Identification and Selection of Markets: Best Practices ** Managers of successful libraries understand that they serve a diverse community with varying priorities and interests. Their marketing strategies, therefore, must reflect this diversity. First, the process of segmentation requires marketers to select customer bases using two types of variables: objective and inferred. Objective measures are similar to quantitative data and include age, income, gender, and other factual information that can be verified through outside observation (Andreason & Kotler, 2002, p.146). Inferred measures are more qualitative and require an individual to disclose their perceptions, beliefs, and opinions. This data is not easily quantified and relies on a variety of methods to deduce this information. Because there are multiple strengths and weaknesses of both approaches, it is recommended that a balance of these measures be adopted by public libraries. Initial marketing studies focusing on objective general data could help steer a decision in a certain direction. This mix of qualitative and quantitative research could help issues surface that would have never been recognized with one technique alone. Once marketers have identified segments, they must adopt the right approach to targeting these groups. Concentrated or mass customization methods do not typically allow the flexibility needed by public library marketers who would like to influence more than one segment. Nagata and Klopfer (2011) found that “the typical response in business may be to focus only on the, opinion of a majority of all customers, but a library cannot take this approach because in principle as a public service for the community it must serve the whole population. Accordingly, more efforts to sound customers out are required” (p.344). Successful libraries must break their users into multiple segments to ensure that a range of needs are being met. Undifferentiated techniques will result in some wasted funds since segments that refuse to use the library under any circumstances are not identified and are remain included in marketing campaigns. With library budgets receiving ever increasing cuts, differentiated marketing can yield a higher rate of return than alternative methods (Andreason & Kotler, 2002, p. 162). Just as the individual user has different priorities and needs, the library cannot be all things to all people and its marketing strategy should reflect this understanding. ** KTPL and Market Segmentation ** KTPL segments its users into four overall market categories: junior; young adult; adult; and seniors. Within these overall categories of users, further segmentation can be seen. For example, within the junior category, there are programs for babies versus programs for preschoolers. Within the adult category, there is a market for current adult fiction, and one for book clubs. This segmentation can be seen through the strategic plan goals and objectives, the collection management strategy, programs, and website services. Based on the library’s investment of resources, the three markets that appear to be of primary importance are those users encompassed by Early Literacy objectives, the adult fiction best seller market, and the users of the website. In each of these markets, significant portions of operating funds are targeted. For example, the acquisition of adult best sellers represents a full third of the entire collection budget. The website enjoys the attention of one full professional position, along with about a third of a senior manager’s time, almost 25% of the budget for salaried staff. The maintenance and development of the website and licensing of products offered on the site account for almost 10% of the non-payroll portion of the budget. The priority of Early Literacy programming (Born to Read and Preschool Story hour) and the parents within its market can be seen through the prevalence of promotional material associated to the scheduling and benefits of these programs, as well as the staffing allocated to the presentation of the programs.

** Identification and Selection of Markets: Recommendations ** Although the market should be segmented to allow for specific targeting based on user preferences, the segments should not be viewed as static, divided groups. There may be some overlap between customers’ interests and library offerings that fit these needs. A senior citizen attending a lunchtime book discussion, for example, might also be the ideal candidate for an introductory computer class. The user may be interested in two very different programs and all that is needed is the proper marketing strategy. A segment should not be merely identified, but examined against all of KTPL’s programs and services to ensure complete use of the library’s many product lines. It is recommended that KTPL adopt the strategy of building upon its current strengths and focusing on growing their successful early literacy programs. Along with the benefit of educating children, these programs introduce the library to a new generation of users with the intent of converting them to lifelong customers. Parent attendance at these events is a perfect chance to cross-promote the library’s other product lines. Books on child development or the library’s databases of consumer reports, for example, could encourage use of KTPL’s investment in family resources. ** Marketing Mix Strategy: Best Practices ** One of the challenges to library marketing is the diversity of the products offered. There are different benefits which can be achieved through the lending of materials (which has also expanded to include new formats such as DVDs and e-readers), provision of services (computer access, notary, fax, or professional reference), and availability of programs for all ages. While this range of products insures that libraries offer something that can appeal to virtually everyone, the products must be organized into lines which are targeted at specific customer groups. Successful libraries must differentiate their products, as advocated by Ratzek (2011), who urges libraries to have a Unique Selling Proposition for their offerings. The mere existence of products such as free materials is no longer sufficient, but their benefits and costs must be weighed carefully alongside competing alternatives. Although public library 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 the 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. Implicit in the element of cost is the notion of place, or convenience. For-profit businesses have long scrutinized their locations and reduced customers’ effort in order to boost sales. Libraries are more limited in their ability to adopt flexible locations, but can still offer the convenient experience that is vital to their sustainability. Products and services can be made available at various branches, at multiple times, or on-demand through the use of virtual capabilities (Koontz, 2002). More libraries are providing downloadable content that can be accessed from any computer at any time. Customers can access their account, ask reference questions, or even watch recorded story-time programs from user-focused library websites. Libraries must think outside the traditional concept of place and find creative ways to unlock the potential of their offerings. The promotional aspect of the marketing mix may be the most familiar to library managers; however, it is also the most misinterpreted. According to Owens (2002), “a recent study of some 920 articles in //Library Literature// indexed under “marketing” reveals misunderstandings of marketing as well. Marketing was misunderstood by librarians to mean primarily “promotion and public relations,” which is only a small portion of the marketing mix (product, price, place, promotion) with public relations being a subset of promotion (p.7)”. In their eagerness, many librarians (although this characteristic is not limited only to libraries) fall in love with their own ideas, and promote and implement them without customer research (Koontz, 2002, p.5). Successful libraries complete all previous steps in the market research process and develop product, price, and place strategies before creating promotional campaigns. ** KTPL’s Marketing Mix Strategy ** KTPL does not formally utilize the prescribed steps of the marketing mix strategy when implementing or repositioning products or services. However, in discussing the process of developing and implementing new product offerings, Ms. Bentley identified elements of all four "P's" of the marketing mix (S. Bentley, Personal communication, August 3, 2011). As products are developed, there is much work done on what the product will look like: how the product will be offered (for example, a loan of 7 days for Express Books), what will the product look like (stickers that differentiate Express Books from regular circulating material), or limitations of the offering (minimum age, maximum number of participant). In terms of place of distribution, again, the development process works through questions such as: which branch(es) will offer it, how and where it will be displayed, or if outreach is required to deliver the product. Price is also considered, though more in terms of cost recovery for the library than in respect to the cost to the user. However, the user is considered in what fee is most equitable and accessible for all members of the community. Price is also considered for circulating materials: for example the fines for Express books have been set at $1.00 per day versus the usual of $0.20 for regular Adult material. In this case, the library determined that Express users are willing to take the risk of the higher fine to get to best sellers and other new material versus waiting on the holds list. Finally, the team working on the project will determine how to promote the product. Ms. Bentley concedes that this is the weakest link in KTPL's approach to developing the marketing mix. Due to staffing and monetary resources, promotion is often internal and primarily directed at current users. The time and often funding, required to plan and execute external communication is overridden by the need to move on to the next priority. The need for another full-time staff to focus on marketing was identified in the 2006 Community Needs Assessment, primarily to enable the library to more formally execute the marketing mix and better promotion. The following describes KTPL's product mix and products under the two of the product lines within this mix: ** Product Mix ** : information products and services that meet the community's diverse needs ** Two Product Lines ** : Children’s services; Adult Collection and Services (NEW - E-reader loans) ** Product Line 1: Children’s Services ** Three Product Items: TD Summer Reading Program, Computer Camps, Playaway View. ** Marketing Mix Strategy 4Ps & Primary Customer Market Example 1: **** Product Item ** : Computer Camp - a 90 minute weekly program held over 4 weeks that introduces internet safety, keyboarding skills and using the library website through "on-line safaris", "scavenger hunts" and other activities ** Primary Customer market ** : Elementary age-children between ages of 7 and 12 with parents who drive or have other transportation such as walking or biking ** Price ** : Travel to the library; access and availability of library computers; on-site wait time for parents; waiting list for registrants over the maximum capacity of the program ** Promotion ** : Librarian visits schools in June; Summer programming brochure provided to schools for inclusion in bulletins; Summer programming brochure available at library branches in Children's Sections and at Circulation desk; in-library signage on day of program; word of mouth ** Place ** : King City branch and Nobleton branch, once per week in afternoon over 4 week period in the summer **// *Recommended Improvement: Place and Promotion. //****// Recommendation 1: //** Offer same program at the Ansnorveldt branch (which only has 2 public computers) via library's laptops. This could potentially require a daytime opening, or extra staffing during the evening or Saturday hours that the branch is open during the summer. The cost of staffing would be mileage only, as a summer student's hours could be shifted to incorporate this branch. The Ansnorveldt branch has shown the potential for such a program given the success of the special open hours to accommodate the TD Summer Reading program. A minimum of 20 minutes away from the branches currently offering this program, an Ansnorveldt offering would reduce the cost and time for parents to transport interested children to the southern branches. **// Recommendation 2: //** KTPL is a member of King Chamber of Commerce. Seek opportunity to provide flyers to the chamber businesses that sell computers, software and accessories. Also, send copy of Summer Program brochure with interim tax bills to new postal codes within the township to expose potential users of the Computer Camp and other summer programs. **// New customer market(s): //** Elementary age children who live closer to the Ansnorvledt branch. **// New place: //** Ansnorveldt branch **// New promotion: //** Brochures and librarian visit to the Ansnorveldt Christian private school, which most of this community's children attend; brochures to local business with computer/software service; Summer Program brochures to postal codes of new housing developments. ** Product Line 2: Adult Services ** Three Product Items: Express Books (new arrivals), Downloadable E-books, E-reader loans. ** Marketing Mix Strategy 4Ps & Primary Customer Market: Example 2 ** A few e-readers have been purchased by KTPL with the intention to lend, but the "product" is still in development stages. The following is a mix of the current approach being considered by the KTPL team, but has been supplemented by the information we have acquired during this marketing course and further recommend for this new product. ** Product Item ** : E-reader loans - each branch will have 2 to 3 e-readers of different popular makes (Sony basic, Sony touch screen, Kobo). Lending periods will be 3 weeks, with holds allowed for the devices. ** Primary Customer market ** : Adult and YA Readers who would like to try an e-reader before purchasing one; Adult readers who want material that is only available via NetLibrary or Overdrive collections. ** Price ** : users must not have delinquent accounts, history of "claims returned" or lost material; travel to the library; access and availability of library or home computers to download material; self or library training on how to use the device; willingness to provide proof of identity beyond library card if asked; willingness to accept $2 per day or higher overdue fines; waiting time if item (either reader or e-material) has a hold list for borrowing parents; limitation to two brand types ** Promotion ** : Circulation desk display of units prior to launch; book-mark campaign on all check-outs for two weeks; in-library signage; word of mouth via staff and users; banner on home page of website; banner within e-book sections of database; introductions at area book and writers club meetings; signage at arenas and swimming pool where e-reader users have been observed; announcement via placement on Township weekly "What's Up" page in local papers; suggest article opportunity to local news reporters (they are always looking for stories and pictures!); introductory sessions on e-readers and downloadable books ** Place ** : all four branches, different brands can be inter-branch couriered to satisfy holds for different makes not available at user's home branch **// Recommended Improvement: Product, Promotion and Customer Market. //** Recommendation: At this time, KTPL has only considered internal promotion via displays, signage and book-marks. However, given the popularity of these devices with avid readers, a potential user group exists in the local book clubs, many of which meet at three of the library branches during public hours. The introduction of this technology as a lendable product is also "leading edge" within the province and could make good fodder for an article and picture within the local papers - local reporters are often hungry for material to fill the two local papers. Also, as witnessed by in waiting for our children at local arenas, pools and soccer pitches for lessons and practices, the number of e-readers used by waiting parents is growing. Parents also appear to spend their time reading bulletins in the waiting/observation areas. Putting signage up at these locations may pique the interest of those interested in these devices. Another opportunity to promote the devices is to provide introductory sessions to e-readers and downloadable books. While the primary market has been considered to be users looking to try out an e-reader, there is also the potential to enable users’ better access to material only available in e-format, especially those who do not have computers or high-speed internet access at home, which is common in the rural areas of this community. This would require staff training to recognize the opportunity to seize the opportunity to provide an alternative to ILL or the user walking away without material. Finally, as the popularity of these devices grows, so too do the brands available. To provide a broader offering, different styles can be spread across the system. The I-Pod and I-Pad are now compatible with Overdrive and tend to be a popular purchase due to additional functionality beyond e-books. **// New customer market(s): //** Users looking for material only available in e-book format. **// New product: //** Increase the numbers of brands available for patrons to try, consider lending of the library's I-Pad, or purchasing a reader-enabled I-Pod as one of the available devices. **// New promotion: //** Introductions at book and writer's clubs; introductory courses scheduled on on-line community calendar ** Marketing Mix Strategy: Recommendations ** In addition to the previous recommendations, it is urged that KTPL be proactive with its marketing strategy in an effort to position the organization as cutting-edge. The adoption of new technologies such as e-readers and the library’s commitment to convenience through the use of downloadable content and outreach should be highlighted. In keeping with its strategic plan, the KTPL has become an oasis of new technology. Taking control of this strength and vocally promoting not only the library’s materials but their direct benefits effectively communicates value. Customers are constantly flooded with information, so KTPL’s marketers must take initiative and not be reactive with their message. Each element of the marketing mix should be equally scrutinized and the above assessment plans regularly implemented for all product lines.

** Productivity and Evaluation: Best Practices ** Andreasen and Kotler (2002) address the need for strategic control and program control to allow the non-profit manager the ability to understand the performance of the organization versus the objectives for overall strategic plans as well as specific projects. Ultimately, monitoring behavioral and satisfaction outcomes should enable the management team to make corrective actions to address unanticipated issues or opportunities (p. 500). The authors also differentiate the capability of truly monitoring objectives versus evaluation. Evaluation focuses on outcomes, and often the comparison of two sets of ends points. For example, one can evaluate the number of users borrowing e-books in 2010 versus the total number in 2011. However, this comes at a point after action could be taken to change the numbers in 2011. Monitoring, on the other hand, is done more periodically to determine if and when corrective actions are required. Andreason and Kotler (2002), as well as Rudd (2000), emphasize the need to measure both the behavioral and “outcome” data associated to products and programs. Rudd (2000) suggests that as pressure and competition for funding increases, libraries must be able to provide more outcome-based statistics to lend value to the existence of the programs and ultimately the library itself. She states that now more than ever, librarians “must be able to demonstrate the difference programs make by measuring the impact they have on the people they serve” (p. 19). ** KTPL’s Productivity and Evaluation – Program Level ** Material usage, web usage and program participation, especially for the core early literacy programs Born to Read (BTR) and the Pre-School Story Hour (PSSH), are the critical statistics that are measured and reported on both a monthly and annual basis to King Township Public Library’s Board of Directors, as well as to the Ministry of Culture. The bulk of the evaluation of the library’s programs has been behaviorally based in the past, with annual surveys to gauge customer satisfaction. More recently, satisfaction surveys have been initiated specific to the early literacy programs: in the past, program feedback was limited to the questions posed on the general library survey. The statistics gathered in these evaluations are critical towards determining when and where the programs are presented, and consequently, the staffing, equipment and subsequent funding required. More importantly, measures of satisfaction and outcome have also been used in library advocacy promotions, justifying the continued funding of the library by the municipality, especially in the face of cost reduction pressure. In the previous section, the marketing mix strategies for two of KTPL’s products were examined. Using these same two products, the following exemplifies what data can be capture and monitored: E**xample 1 - Children’s computer camp** ** 1. Customer Behavior Measures ****// Criteria: //** Number of children pre-registered at each branchNumber of children on waiting listNumber of children who actually attended each sessionNumber of children who are turned away due to lack of space at each sessionAge range of children participating in the programNumber of children who complete practice assignmentsNumber of correct answers on practice assignments **// Objectives: //** > Increase attendance by 50% vs previous summer> 50% attendance at Ansnorveldt branch vs spaces offered>100% completion of practice assignments in last session **// Method(s): //** Gather manual statistics from sign-up sheets, attendance sheets, practice assignments ** 2. Customer Satisfaction Measures ****// Criteria: //** Number of correct answers on practice assignmentsUsability of computer equipmentSatisfaction with presenterEnjoyment of classParental satisfaction with outcomes of campConfidence that program will assist with ability to use internet **// Objectives: //** >100% usability of equipment> Customer usability by 25% in six months> Customer enjoyment by 25% in versus previous year> Parental satisfaction with outcomes by 50% between first and last session **// Method(s): //** Post session personal interviews by library staff with children and parents with guided questions. End of class survey by participants. End of session survey for parents. ** Example 2 – E-reader loans **** 1. Customer Behavior Measures ****// Criteria: //** Number of circulation per month per branchNumber of holds per monthLength of loan timeAge range of users based on card category: junior vs adult vs seniorTimes circulated for different e-reader formats **// Objectives: //** > Increase total circulation of e-readers by 50% over previous year.> Increase use of e-readers by seniors by at least 15% in each age group since this group is less familiar with these resources.> Reduce waiting time by limiting loans to one week if reserve lists exceed 5 customers. **// Method(s): //** Gather statistics from automated library systems; compare number of inquiries about e-readers to actual use. ** 2. Customer Satisfaction Measures ****// Criteria: //** Integrate e-readers into library programs.Number of technical support questions.Attendance at scheduled training sessions to familiarize customers with e-readers.Satisfaction with equipment types.Actual experience meets or exceeds user expectations. **// Objectives: //** > 100% usability of equipment.> Need for specific technical assistance should decrease 25% in one year.> At least one book discussion group will include e-readers within one year.> Monthly training opportunities for customers interested in e-readers will be available.> Expand the collection to include new systems as requested by customers.> Requested formats will be decided upon using input from customers via an online survey.> Increase customer enjoyment by 25% in versus previous year. **// Method(s) //** : Online satisfaction survey given to all who check out e-readers; statistics of technical support questions and programming attendance; online format poll results. ** Productivity and Evaluation: Recommendations ** In comparing KTPL’s monitoring of the behavioral and satisfaction data about its users to the optimal measurement of strategic objectives suggested by Andreason and Kotler (2002) as well as Koontz (2004), it can be seen that KTPL is on the right track towards assessing the effectiveness of the organizational strategy and objectives. However, the organization could further benefit from setting measurable objectives that enable performance monitoring versus just year-end evaluation. While Andreason and Kotler (2002), as well as Koontz (2004) emphasize the need for the organization to set specific, measureable objectives for the organization as well as for specific programs, most of KTPL’s measurable objectives are focused on financial performance and launch dates. Despite goals articulating the growth of the library, measurable objectives have not been set for many performance areas. For example, while the library is aware of the growth of the Schomberg community due to new subdivisions, the objective of increasing the number of users at that branch has not been articulated into a number. Similarly, new collection offerings such as downloadable e-books and Playaway audio devices have also been introduced without creating a measurable objective to determine if the offering is a success or requires corrective action. KTPL already collects numerous measurements, such as website use behavior with the assistance of Google Analytics, to find out who their customers are and where they are coming from. Their assessment falls short, however, in gathering psychographic information. The library’s current user behavior surveys could be adapted to include more psychological measures in order to find out what customers really want. The opportunities to collect this information abound. Parents attending story-time, for example, already receive information on early literacy at the end of each program. This would be a perfect time to ask for their feedback on the program, make suggestions for improvement, and find out how they heard about the event. These types of questions are already asked during Summer Reading registration, but not consistently across all programs. KTPL must capitalize on the chance to learn more about its customers and standardize qualitative evaluation that goes beyond the usual circulation or program counts. Using existing opportunities to gather more data about the participants and their opinions will help determine whether the library’s products and marketing plan are adequately meeting customer needs. Incorporating more outcome based measurements into the retrieval of user satisfaction data can also provide the library with the information it needs to justify its continued presence and funding within its community. As reinforced by Koontz (2004), “the goal of marketing evaluation is to assure marketing objectives are met, identify changes needed in the marketing mix strategy along the way, and ultimately plot how to increase customer satisfaction” (p. 3). ** Conclusion ** The co-authors of this report are senior managers of two public libraries serving similar sized communities. The exercise of reviewing KTPL's marketing activities and reflecting upon how these compare to the recommended best practices in the development of a marketing strategy for both the organization as a whole as well as for specific products offered by the library has been invaluable towards our ability to contribute to our organizations. For Ms. Reid, this review presented the opportunity to delve further into the mechanics and philosophy behind the current strategic plan, how the offerings of the library have been traditionally developed, and into the details of the recent Community Needs Assessment. In conducting the research for this project, a number of free resources were discovered that provide excellent demographic and psychographic information on the communities within King Township. The research also presented the opportunity to openly discuss and critique the marketing and strategic planning activities of the library with the current acting CEO, who also has thirty years of experience at this library. These discussions have been immense learning opportunities for Ms. Reid to know more about the evolution of the planning and marketing processes, as well as have provided inspiration for the senior management team to consider the recommended processes involved in developing a strong marketing plan. For Ms. Stith, this exercise provided a helpful outline for the planning process given her library is lacking in many of these elements. A formal strategic plan has not been created since 2002 and is desperately needed to provide direction for marketing efforts. A new library director will be hired in August, and as Ms. Stith is largely responsible for marketing programs, she will now know what recommendations to make to the new leader. Since few of the tools and strategies used in the creation of this marketing plan do not require large capital investment, making a similar proposal for her library not only economically feasible, but required. In conclusion, this analysis has shown that the King Township Public Library has already invested in the time of staff and professional consultation to develop a strong and enduring strategic plan, with realistic and achievable goals and objectives. In many ways, the elements of strategic marketing plans and the development of the marketing mix for the library's product can be found, albeit done informally or intuitively. By adopting the steps of including measurable targets within objectives, more formally and frequently monitoring performance against objectives, market segmentation analysis, and more external promotional activities, KTPL has the opportunity to reach potential users in the community who are unaware of the wealth of modern resources and information tools that the library offers the residents of the Township. The need for a full time staff with a focus on marketing has been identified within a formal Community Assessment, and continues to be an objective of KTPL's Board and management team. However, pressures to hold or reduce costs suggest that funding for this resource is not something that will be soon incorporated into the operating budget. Until then, providing current staff with the opportunity to understand the best practices associated to strategic marketing practices through performance objectives and professional development will go far to enhance this library's ability to serve its community.

** REFERENCES ** Ahmed, I. (2011). King Township Public Library: 2010 Financial Statements. Toronto, ON: Grant Thornon, LLP. Andreason, A. & Kotler, P. (2002). //Strategic marketing for nonprofit organizations//. New Jersey: Pearson Education, Inc. Andresen, K. (2011, July 9). Does it pass the champagne test? [Web log post]. Retrieved from http://www.nonprofitmarketingblog.com/comments/does_it_pass_the_champagne_test/. Fraimow, L. (2011, June 1). Non-profit marketing tips for tight budgets. [Web log post]. Retrieved from http://www.theclinegroup.com/2011/06/01/non-profit-marketing-tips-for-tight-budgets. Haycock, K. (2011). Exemplary public library branch managers: Their characteristics and effectiveness. //Library Management, 32//(4), 266-278. Helinsky, Z. (2006). Marketing to get better mileage from your resource. //Information World, 7//(1), 89-103. Jerabek, J. & McMain, L. (2002). The answer you get depends on who (and what) you ask: Involving stakeholders in needs assessments. //Journal of Library Administration, 37//(3/4), 387-395. King Township. (2006). King Township Demographics at a Glance. Retrieved from http://www.king.ca/TOWNSHIP%20GOVERNMENT/Departments/Community%20Development/publications/Documents/Demographics1.pdf. KTPL. (2007). Strategic Plan 2008-2011. Retrieved from http://www.king-library.on.ca/pdfs/StrategicPlan.pdf. Koontz, C. (2004, May/June). How to assess your marketing effectiveness. //Marketing Library Services, 18//, Medford, NJ: Information Today Inc. Koontz, C. (2003, May/June). Census data: Valuable information on your library’s customers. //Marketing Library Services, 17//, Medford, NJ: Information Today Inc. Koontz, C. (2002, May/June). The marketing mix: The 4-P recipe for customer satisfaction. //Marketing Library Services, 16//, Medford, NJ: Information Today, Inc. Koontz, C. (2001, May/June). Marketing research is a useful tool for libraries. //Marketing Library Services, 15//, Medford, NJ: Information Today, Inc. Lakos, A. & Phipps, S. (2004). Creating a culture of assessment: A catalyst for organizational change. //Portal, 4//(3), 345-361. Monteith & Brown (2006, July). King Township Public Library: Community Needs Assessment. Retrieved from http://www.king-library.on.ca/pdfs/KTPLCommunityNeedsAssessment.pdf. Nagata, H. & Klopfer, L. (2011). Public library assessment in customer perspective: To which customer group should the library listen? //Library Management, 32//(4), 336-345. Owens, I. (2002). The basis and context for marketing marketing in library information science: A selected review of related literature. //Acquisitions Librarian, 14//(28), 5-31. Ratzek, W. (2011, June). The mutations of marketing and libraries. //IFLA Journal 37//(2), 139-151. Reid, A. (2009). 2010 Operating Budget. King City,ON: King Township Public Library. Reid, A. (2011). 2010 Trial Balance: Final Audited Revision. King City, ON: King Township Public Library. Rudd, P. (2000). Documenting the difference: Demonstrating the value of libraries through outcome measurement. Perspectives on Outcome Based Measurement for Libraries and Museums. Pp. 16-24. Retrieved from http://www.imls.gov/pdf/pubobe.pdf. ** Appendix One: KTPL Stakeholders **
 * ** The Main Types of Publics of an Organization ** || ** Who ** || ** How/Why ** ||
 * Input Publics ||  Township of KingMinistry of CultureIndustry CanadaService CanadaService OntarioOsin FoundationVendors/SuppliersPrivate DonorsLions ClubTim HortonsCommunity Schools  ||  -90% of operating funds, capital maintenance-annual provincial operating grant, Public Library Act-Community Access Program funding (internet)-Summer Works for students (summer jobs)-Grant for joint promotion of library/Service Ont-annual donation re Schomberg branch develop’t-material, equipment and capital purchases-book and monetary donations-specified donations-specified donations-registration statistics  ||
 * Internal Publics ||  KTPL BoardManagement teamStaffVolunteers  ||  -policy generation/approval, financial governance, public representation-supervision, forecasting, budgeting-front line visibility to patrons, carrying out of procedure and policy-student Reading Buddies, program assistants  ||
 * Partner Publics ||  YMCA of GTASOLSFOPL, AMPLOOLAOHSKing Archival SocietyKing MuseumChamber of CommerceKing Sentinel, King TimesTownship of KingVendorsRegional Health Unit, Housing, etcCommunity Schools  ||  -Summer exchange student-inter/intra library courier, administration of provincial grants, prof. development-representation of public libraries to provincial and municipal governments-consortium pricing, prof. development-professional advisor-resides in at King City branch, reciprocal agreement re access to archive documents-programs, meeting space-business outreach, presence in corporate community-media coverage of events, programs (free promotion!)-programs, meeting space, equipment, information, place to see or pickup Township documentation (ie development consultant reports)-promotional support ie., life sized book characters, prize donations, reader’s advisory events, new author events-promotion of Regional programs, events, services-library participation in school registration/events to promote literacy  ||
 * Consuming Publics ||  Residents of KingKing schoolsCommunity organizationsTownship of KingKing Sentinel, King Times  ||  -Patrons, internet, programs-programs, information literacy, outreach-community calendar, meeting space, outreach, partnered events/programs-information requests-fodder and information for news stories  ||

** Appendix 2: Sources of Demographic and Psychographic Data ** ** Census Data Sets and Reports ** Statistics Canada. (2008). //Market research handbook.// Retrieved from [] Statistics Canada. (2010). //2006 Census summary for King Township.// Retrieved from [] Statistics Canada. (2010). //Community profiles.// Retrieved from [] = [] [] ** King Township Reports ** King Township. (2010). //Living in King.// Retrieved from [] King Township. (2010). //King municipal profile 2008.// Retrieved from [] King Township. (2010). //King Township demographics at a glance.// Retrieved from [] King Township. (n.d.). //King Township, York region Ontario demographics//. Retrieved from [] Monteith & Brown. (2006, July). //King Township Public Library: Community needs assessment.// Retrieved from [] ** Third-Party Reporting Websites ** CanEquity. (n.d.). //King City mortgages//. Retrieved from [] King, Ontario. (2011) In //Wikipedia.// Retrieved from [] Metroland. (2011). //Information about King City.// Retrieved from [] Metroland. (2011). //Information about King East.// Retrieved from [] Metroland. (2011). //Information about Clearview Heights.// Retrieved from [] Metroland. (2011). //Information about Snowball.// Retrieved from [] Metroland. (2011). //Information about Schomberg.// Retrieved from [] Metroland. (2011). //Information about Aurora East.// Retrieved from [] Metroland. (2011). //Information about Nobleton.// Retrieved from [] Ontario, Inc. (2011). //King City demographics.// Retrieved from []