Clarence Public Library
Social Media Outreach
Justin Chrysostom
Section One, The Clarence Library
The Clarence Library is one of the largest branch libraries in the Buffalo and Erie County
Public Library system. It serves 13,000 registered users in a town of 30,000. 270,000 items were
circulated according to the latest annual report, and the number of visitors to the library increased
to 140,000 as well. The numbers of items physically held by the library number 80,000, and
these are largely represented by books and other print media, though there is also a large video
collection. Child and adult programming takes place nearly every day, numbering about 345
events per year, which enjoy 9,000 attendees. The majority of funds for these and other programs
come from public sources (Buffalo, 2014). The library’s mission is to “connect our diverse
community with library resources that enrich, enlighten, and entertain” (Buffalo, 1996).
The library is in a generally enviable position: It has a highly successful Friend’s group, a
comfortable budget and very healthy reserves. Still, it would be dangerous to entertain any kind
of complacency. Despite current successes, the Town’s demographics are changing dramatically;
an increasing influx of young people are calling Clarence home. In the midst of this, the library
remains rather “old school” in its response to the population change, especially with regard to
social media. Namely, there isn’t much, and what does exist is anemic and ineffective. Our goal,
as presented in the following marketing plan, is to ensure that engagement with our social media
platforms (specifically, Twitter and Facebook) are at least representative of our in-house
popularity going forward. It is hoped that this new social media outreach effort will help attract
and retain this emerging younger demographic. We have employed several analyses on the
library and its environment, and based on these, developed a detailed marketing plan in order to
meet his goal.
PESTLE Analysis
Perhaps the most political issue is that of the library’s autonomy. As a member of the
Buffalo and Erie County Public Library System (BECPL), the Clarence Library is currently very
dependent on the system for its online presence. As far as this branch is concerned, the BECPL
website is dated in its design, and limited in its ability to customize content or encourage
interaction with relevant audiences. Independent of this system, the Clarence Library has a
minimal online footprint. Our goal is to seek alternative online outlets in order to develop a more
independent voice and encourage greater community engagement. Working outside of the
system may be perceived as overstepping bounds of autonomy, a power grab of some kind, or
infringement on BECPL branding, making outside actions politically unacceptable.
Economically there are no outstanding issues. The Town of Clarence is growing, and our
funding is steady. While we do not have the resources to quickly accommodate significant and
unexpected obligations, we still enjoy a flexibility many neighbors do not. Surprisingly, our
middle age population (25-44) is moving out at a rapid pace. Teens, young adults, and retires are
moving in to take their place. Research shows that this new young population would benefit
from a more accessible library. This of course, would take the form of an expanded social media
footprint. The increasing senior population will likely continue to use existing and traditional
library services. However, as technology becomes more ubiquitous, and easier to use, it is highly
likely this demographic will increase their social media use as well.
The technology is already in place. Twitter and Facebook are popular, low overhead, and
potentially high value services. The library had the foresight to reserve the Twitter handle,
@ClarenceLibrary, although this account has remained dormant ever since. The library also has
an established but underutilized Facebook page. These social media outlets do not require
significant technology investments; both can be used from an inexpensive smartphone and
routine changes in technology will not likely affect these outlets.
Library guidelines for social media engagement have been in place for some time, so
there are no anticipated in-house legal concerns. Customer concerns about privacy and third
party data sharing are covered through Twitter and Facebook user agreements. Although there is
little worry about liability in using these venues at present, it would be prudent for the legal
office to review privacy policy updates as they happen.
Of course, the online environment is highly competitive when it comes to attracting
customers. People value their time now more than ever, and they have little patience for jumping
through hoops and trying new things that are unfamiliar, untested, or unproven. The library’s
online outreach efforts may be competing with this mindset and against other online venues
(perhaps) more adept at capturing this valuable time and attention.
This environment can also be volatile: Customers may be lost to attrition or competing
social media. If Facebook or Twitter declines, or if a new service supersedes them, the library
will have to reevaluate its social media approach and adjust. Volatility is also an effect of the
immediacy of social media. The library will be more exposed to public scrutiny through its
online posts and communications. Perceived missteps or insensitivity here can create significant
backlash and PR problems. This is rare, but due to the potential fallout, it should be kept in mind
when crafting social media output.
SWOT Analysis
One of our library’s main strengths is its consistent popularity within its community. Our
year-end statistics are always positive and encouraging, and we have the rare luxury of a budget
with some wiggle room. We enjoy significant patronage from local seniors and children, and it
appears as though these trends will continue. All of our in-house work and procedures are a welloiled machine. Although we are a relatively larger library compared to our neighbors, we are still
a small community. Our staff’s ability to take on an additional social media effort, therefore, will
not overextend our capabilities (as defined by our current goals and objectives). We’ll continue
humming along.
However, with regard to our stated marketing goal, the library does have a significant
weakness. The library is objectively rather “old school”. The library building itself is of new,
advanced construction and even boasts a new young Director. Still, the rest of the permanent
staff is rather accustomed to doing things “the way they have always been done”, and have been
slow to adopt social media as part of their outreach and promotional efforts. Our established
social media presence is inconsistent, unorganized, and does not accurately reflect our
institution. Oddly, we have two Facebook pages for the Clarence Library. One page is unused,
but it nevertheless causes confusion and conflict with our regular page, not to mention our online
image and potential customers.
The Town of Clarence currently provides an incredible opportunity for the library to
reach and engage with new customers. Local demographics are changing, and a “digital native”
population is quickly taking hold. This population is connected to the internet far more than the
declining middle-aged population and older segments of the population. Going online is the way
this group works, communicates, recreates, and learns. Tapping into this population is essential
to maintain the library’s relevance and use going forward. A stronger online presence in the
guise of social media can help accomplish this.
At the same time, some features of this demographic change can be a potential threat. If
the library doesn’t take advantage of these potential communication channels, these “digital
natives” may grow increasingly distant. When Google is in the pocket of nearly every young
person and our message doesn’t get through, the library faces perceptions of obsolescence.
Market Analysis
The number of people aged 15 to 24 who reside in Clarence has grown significantly.
Since the last census, the population of 20 to 24 year olds had risen 35.9%, the second highest
increase in the county. The population of 15 to 19 year olds has risen 26%, the highest increase
in this segment in Erie County (Town, 2013).
According to Pew research, over the past ten years, teens and young adults have been
consistently the two groups most likely to be online. Even as the overall internet population has
grown, and even with documented increases in older age groups, teens and young adults still outuse every other demographic (Pew, n.d.). Of these teens and young adults, an overwhelming
percentage of them use social networking websites (73% and 72%, respectively) (Lenhart,
Purcell, Smith, & Zickuhr, 2010).
This group is our target market with regard to social media engagement and retention: 15-24
year old tech-literate “digital natives” who live, work, learn, and play online more than any other
segment of the population.
Long Term Goals
We do not want to “miss the boat” when it comes to developing relationships and raising
awareness about the library. Going forward, we hope to maintain a new, open and active line of
communication with our community, especially this upcoming generation. This communication
method goes beyond the physical borders of our small town, and is a method most likely to reach
and resonate with its intended audience. If effectively implemented, a social media relationship
can create and maintain connections, awareness and patronage where it was previously
nonexistent.
Section Two, Marketing Plan
Goals and Objectives
Due to new and emerging community demographics, our overall goal is to attract and
retain library customers through the use of social media platforms.
Our preliminary objectives are, over the next several months, to increase engagement and
traffic levels on our Facebook page by 100%. For our Twitter account, we aim to recruit (and
ideally engage with) 100 Twitter followers. Maintaining (and hopefully exceeding) these levels
will be a significant initial indicator of success.
Strategies
We can utilize both in-house and online spaces to enroll social media users. Identifying
strategic places in the library to promote our social media presence can create awareness and
membership in a targeted fashion. Canvassing the library’s teen space and areas frequented by
younger adults are ideal places for social media information and promotional materials.
Partnering with appropriate schools and local businesses to post promotional materials can also
reach intended audiences.
Online, we must increase the visibility of our existing Facebook link and create a new,
prominent Twitter link in the BECPL system. System administrators responsible for the BECPL
website will receive our request for alteration. In this request, we will provide instructions and
desired content for these changes to the Clarence section of the BECPL website. We must also
look for additional online places, outside the BECPL system, to promote our social media
footprint. This can consist of similar additions to the Town’s website, and even include an
entirely new website. An independent website, acting as a storefront of sorts, promoting the
Clarence website and its social media outlets, is an excellent example of a low cost and highly
visible and flexible place to promote this and other programs. We can also raise awareness by
association: The Clarence Library can “friend”, “follow”, and engage with other targeted social
media accounts. In this way, the Library may drum up additional interest by those who see our
presence in these channels.
The method with which we promote our social media outlets should be reflective of the
relevant interests and behaviors of our target population. As a result, part of our goal here should
emphasize the ease with which customers can sign up and engage with us online. Promotional
materials and content should reflect the accessibility and demographic-centric benefits that come
with social media enrollment and by proxy, a library relationship. Themes should include: ease,
fun, friendly, exclusive (with regard to product, not membership), staying informed, no-cost,
have an expert in your pocket, “cheat” on your homework (when you consult librarians/library
resources), etc.
Our product is reflective of our Mission statement, which appeals to all age groups. We
offer connections, enrichment, enlightenment, and entertainment. Our connections are social and
informational, and our three E’s consist of books, movies, programs, Legos, games, and learning
new skills. We have exclusive offers, clubs, and unlimited answers. The only cost that comes
with this is the time it takes to “like”, “follow”, “tweet”, or “retweet” the library. This may seem
trivial, but as stated previously, there’s a significant amount of online competition for fleeting
customer attention. We have to lower the customer’s “cost” or perceived “investment” in social
media engagement by making our product more attractive, and minimize obstacles to enrollment.
Advertising periodic incentive drawings for “friends” and “followers” of the library, such
as movie tickets would also be appropriate and useful.
Tactics
Our main tactics in this effort will take two general directions. Firstly, our main Facebook
page will be overhauled, making it more visually appealing, more accessible, and more
informative. Our Twitter account will be brought out of hibernation and made similarly
appealing as well. These accounts will have designated staff who engage with our customers and
make consistent updates which consist of substantive, relevant content. The library will associate
itself with other targeted social media accounts in order to spread its online footprint.
After this stage has been completed, we will begin to roll out our promotional materials.
One part of this consists of attractive in-house flyers, posters and materials for local businesses
and schools. These will display the Library’s name, branding, and various promotional slogans
mentioned earlier (Expert in your pocket!). Highly visible Facebook and Twitter icons will
follow, along with instructions on how to connect to these accounts. In order to lower customers’
time investment “cost” barriers, enrollment instructions should be as clear, fast, and as simple as
possible. We want to reduce as much as possible the number of actions users need to take to
initially connect with us.
There should be full text instructions of course, however, what should be emphasized and
made prominent are enrollment shortcuts. For example, scannable QR codes can direct users
directly to our sites, and short twitter handles (@clarencelibrary) are a great way to reach our
audience through their phones. It’s unlikely many users will take the time to type:
https://www.facebook.com/Clarence-Public-Library-184838272213/ into their mobile browser,
or write it down for later when they get home. Elements like this only raises the entry “cost” and
makes us look out-of-date to our audience.
Promotional materials will also take electronic form. Revised button links for websites
will be designed in order to make them more effective. There also are proposals in place which
may allow the Clarence Library to gain more control over its ability to promote its social media
presence online. These opportunities are currently very limited.
Action Plans
Date
Action
Responsible Party
6/1/16 Change account passwords, solicit staff for dedicated social
Librarian
media volunteer
6/5
Evaluate applicants, assign a staff member as dedicated social
Director
media specialist
6/6
Draft in-house social media policy (posting schedules, content
Director,
expectations, engagement guidelines, ongoing promotion,
Librarian
account metrics)
6/9
Find and eliminate redundant Facebook account
Clerk
6/10 Draft theme, format, style, of social media platforms
Director,
Librarian
6/12 Draft promotional print materials
Director,
Librarian
6/13 Draft content for BECPL and Town websites
Librarian
6/15 Submit request for BECPL website alterations
Director
6/15 Submit request for Town of Clarence website alterations
Director
6/16 Research costs for publishing independent Clarence Library
Librarian
homepage destination
6/17 Compile list of “associated” social media accounts the library
Director,
will “friend” and “follow”
Librarian
6/19 Implement design and “association” decision
Librarian
6/19 Overhaul Facebook page
Librarian
6/20 Overhaul Twitter page
Librarian
6/21 Begin new social media schedule. Publish first posts!
Librarian
6/21 Train staff on social media elements and potential customer
Librarian
questions (Downloading apps, using Facebook and Twitter,
sign up and enrollment procedures)
6/22 Implement BECPL and Town website alterations
Director
6/22 Publish independent Clarence Library homepage destination
Director,
Librarian
6/23 Encourage Friends Group to sign up and promote social
Director
media
6/25 Publish promotional materials
Clerk
6/26 Distribute promotional materials (repeat monthly with new
Clerk
design)
6/27 Contact local news about changes and update contact
Director
information
Evaluate metrics and engagement (ongoing)
Director
Timeline
Budget
There are several budget possibilities with regard to the way this program can be
implemented. One scenario is if the library receives approval for and implements a website
independent of the BECPL system. This would demand an initial $725 start-up cost, with
ongoing extra monthly budget expenditures of $425.
If, on the other hand, the library chooses not to follow through with an independent
website, initial expenses would only total $355, with ongoing expenses only totaling $255.
If the library decided to further reduce costs, promotional materials could be published
with less frequency. In this case, expenses would largely be relegated to minimal enrollment
incentives and an initial design consultation.
Beyond financial costs, there is also the question of staff time. Building and maintaining
a significant social media platform can be incredibly time consuming. And this may very well be
the case for our initial startup. However, based on our existing population data and enrollment
goals, establishing an effective online presence and maintaining social media relationships
should be well within the abilities of existing staff. It is anticipated that a single dedicated staff
member may manage these two accounts by him or herself without undue strain on other
collateral duties. Staff time therefore has not been included as a line item at this point.
If our social media audience grows beyond our expectations, or additional social media
accounts are opened due to changing technology or trends, this may change. If this becomes the
case, additional staff may be employed for social media purposes. If social media outreach grows
to this point (or beyond), we may begin to require staff time expenditures included in budget line
items.
Scenario 1
Item
Graphic design consult
Social media consult
Web address
Website build
Website
Promotional materials
Printing fees
Postage
Mileage reimbursement
Enrollment incentives
Details
Website alterations, promo material design
Page design/layout
Domain name reservation
Ongoing upkeep, updates, maintenance, and fees
Material costs
For promotional materials
Poster/flyer distribution
Poster/flyer distribution
Cost
100
50
20/mo
200
100/mo
80/mo
80/mo
50/mo
20/mo
25/mo
Scenario 2
Item
Graphic design consult
Social media consult
Promotional materials
Printing fees
Postage
Mileage reimbursement
Enrollment incentives
Details
Promo material design
Page design/layout
Material costs
For promotional materials
Poster/flyer distribution
Poster/flyer distribution
Cost
50
50
80/mo
80/mo
50/mo
20/mo
25/mo
Evaluation Plan
Our goal is to attract and retain a new generation of library customers through Facebook
and Twitter. We anticipate a 100% increase in traffic and engagement on Facebook, and we aim
to recruit 100 new Twitter followers.
Evaluating the success of social media enrollment efforts will be relatively
straightforward. The clearest indicator of meeting our goals are, of course, the number of friends
and followers we have. In addition to this, Facebook and Twitter have sophisticated methods to
track and store site statistics over time. Utilizing these built-in systems, we can easily analyze indepth usage metrics. We can track the number of unique and overall visits, rates of customer
enrollment and loss, as well as see how visitors found our site, among other things. This data
may provide insight into larger trends and behavior that we can use to adapt and improve.
Beyond raw numbers, we will study the content of our engagement with social media
users. We will analyze this communication to determine its relevance and appropriateness. We
will study whether there is any correlation between this increased social media presence and
higher library usage (both in-house and online). We can send out periodic surveys to assess the
community’s awareness of our new social media platforms.
We will have an ongoing evaluation process to determine if this program adds any value
to the library’s mission and if it provides any net benefit to our community. We predict this will
be a valuable addition to our library, but we cannot take it for granted. This is an investment,
however small it may be in our particular case, and we must ensure that it is a cost effective one.
Section Three, Materials and Tools
The following is a draft of one of our promotional flyers. This is just one of many
elements that will make up our social media promotion effort.
References:
Buffalo and Erie County Public Library. (1996). Mission statement, vision statement, core
values, principles. Web: https://www.buffalolib.org/content/library-system/missionstatementvision-statementcore-valuesprinciples
Buffalo and Erie County Public Library. (2014). Clarence public library 2013 annual report.
Town of Clarence. (2013). Town of Clarence demographic analysis 2000‐2010. Town of
Clarence Planning and Zoning Department. Web.
http://www2.erie.gov/clarence/sites/www2.erie.gov.clarence/files/uploads/Clarence%20
Demographic%20Analysis.pdf
Lenhart, A., Purcell, K., Smith, A., & Zickuhr, K. (2010). Social Media and Young Adults. Pew
Research Center. Web. http://pewrsr.ch/1m8fLSZ
Pew. (n.d.). Teen and young adult internet use: Millenials, a portrait of generation next. Pew
Research Center. Web. http://www.pewresearch.org/millennials/teen-internet-usegraphic/
Works consulted:
TBI Communications. (2014). Use of social media by the library: current practices and future
opportunities. Taylor & Francis Group. October 2014.
Cavanaugh, M. (2015, April 28). That Twitter Thing: Meaning and Method behind MicroBlogging in Public Libraries. Retrieved from: http://gse.buffalo.edu/lis/research