Getting to “Yes”
Building a Successful “Brand”
to help pass a millage…
Mideastern Michigan
Library Cooperative
Getting to Yes!
 Seminar Objectives
– Theory of Social Change
– Current State Funding
– Finances for Libraries-Costs/Revenues and
Fundraising
– Understanding bond/millages as Pass/Fail tests
– The current tax climate for Libraries
– Assessment of Millage/Bond Feasibility
– Building a plan to achieve success
– Roles for trustees, director, staff, friends
– Proactive marketing to create an environment for
future success
Social Change….then
 Ancient Greece…campaign to free slaves
 1721-Cotton Mather-campaign to persuade
citizens to accept inoculations against smallpox
 1750-English activist campaign to abolish
debtor prison
 1787-Federalist Papers published by Madison,
Hamilton et al to generate support for the new
Constitution
 1840-60s-Abolitionist campaigns to end slavery
Social Change…then
 Marketing did not exist as a discipline
 Campaigns tended to be crude
 Limited Targeting ability , more effective
means…
– Legislation
– Leverage of power
– War/violence
Social Change…now..
“Management technology involving the
design, development and control of programs
aimed at increasing the acceptability of an
idea or practice in one or more groups of
target adopters.”
Kotler and Roberto “Social Marketing-Strategies for Changing Public Behavior”
Change for A Better Society..
Different From Changing Brands
 Litmus test is behavioral/values-based, not $$
 Leverage from influence of the “Institution”
– (ie. “Get an Annual Physical” from the American Heart
Association)
 Leverage Social Values
 Permanent Change in Behavior/Lifestyle
 Fit with Cultural Milieu
 Reconciles conflicts in wants by prioritizing value
6
The Social Product (Cause)
A problem can be the assumed
logic between current
attitudes/beliefs and predicted
behavior
 Taking the Library for “granted” may
mean supporters stay home, anti-tax
voters dominate
Yes!
Remember…the goal is to impact voting behavior.
Idea….
Practice
Cancer
screening/mammograms
Eliminate smoking/tobacco
Cigarette smoking is hazardous use/no smoking in public bldgs
…...
All people be given rights to
fair trials , impartial judicial
Human rights are due all
review
people
Cross only at crosswalks
Jaywalking is dangerous and w/light
interrupts traffic.
Tangible Object
Cancer can be checked, if
detected early
Planned babies are better cared Condoms/IUDs/Contraceptives
for than accidental babies.
Endangered Species Act/DDT
Saving endangered species is elimination/Conservation habits
important to our entire
ecosystem.
The Type of Initiative...
Cost is low
 Cell A




Tangible,
personal
benefits
Initiative to persuade men to be
examined for colon cancer
 Cell B


- cost is low
-action clearly benefits
the individual

Recycling programs
- cost is low
- action benefits society
Intangible,
societal benefits
Cell D
Cell C
Initiative to reduce
chlorofluorocarbon (CFC)
Smoking cessation program
- cost is (difficulty) is high
-action clearly benefits
individual first
- cost to affected chemical
companies is high
- action benefits society
Cost is high
9
…and the Challenge It Presents
 Cell A

- clear, direct benefits


Tangible,
personal
benefits
Cost is low
- change is easy
- communication and
information are key
 Cell B

- intangible, indirect benefits



- change is easy
- ultimate benefits should be
stressed
Intangible,
- convenience is key
societal benefit
Cell D
Cell C
- intangible, indirect benefits
- clear, direct benefits
- change is difficult
- change is difficult
- balancing communication
efforts with strong support
system is key
Cost is high
Try to reposition into Cell C; if
repositioning is impossible:
1) Try leveraging the enthusiasm of early
adopters
2) Try supply-side persuasion
5 Factors Influencing Adopters
 Force
– -Motivation toward goal
– Stimulation level of message
 Direction
– How and where to respond to campaign request
 Mechanism– Agency, office or retail outlet to enable action
 Adequacy– Agency capability in performing task (credibility)
 Distance– Price/Value relationship (Energy vs. reward)
11
Social Norms Theory
 …behavior influenced by incorrect
perceptions of how other members of a
social group think and act.
– Overestimations of problem behavior encourage
problem behavior
– Underestimations of healthy behavior discourage good
behavior
Correcting misperceptions likely to result in decreased problem
behavior and increased healthy/protective behavior
College Binge Drinking
 “Students regularly overestimate the extent
to which peers are supportive of permissive
drinking…and this overestimation is an
indicator of how much an individual will
drink..”
Perkins and Berkowitz, 1986
Library Social Norm
 Libraries are highly correlated with the education
of young people in the community.
 Excellent students tend to use the Library
 Reading and using the Library is cool.
 Excellent students really do watch less TV and use
video games less
…..or….
 Lots of people use the Library regularly!
 Conclusion: Healthy, viable library is key to the
educational excellence of young people
 Conclusion: The Library really is a valuable
highly utilized asset…!
14
Positive Deviancy
 Problem: Childhood malnutrition in Vietnam
 Traditional solution: Outside feeding
support
 But…why…?
– A few very poor families had
healthy children?
Positive Deviancy
 Healthy Families
– Collect tiny shrimps and crabs
– Sweet potato greens
– Feed 3-4 x day
 Food is widely available/free
 But culturally….inappropriate for young
children
Positive Deviancy
 Plan…
– Teach Mothers to forage for greens, shellfish
– Sponsor daily cooking sessions
– Endorse appropriate use of this food for children
– Observation of healthier children
– Concept of Positive Deviancy:
•
•
•
•
Champions/local participation in place
Quick progress
Sustainable
Broadly applicable principles
Library Positive Deviancy
Overcome socioeconomic disadvantages (ie. TV/video
games) with positive alternate behaviors
1. Parent/grandparent reading programs-how to read
to your children
2. Story time frequency-guest readers
3. Tie-in with Big Brothers/Big Sisters
4. Teen/Tween reading area
Library is conduit for positive deviant behavior
Case Study-Branding
Iodized Salt-Pakistan
 Problem: Iodine deficiency a major cause
of goiter, cretinism, stillbirths, deaf mutism
– Pakistan has 70% of population at risk of IDD
 Strategy: Develop consumer demand for
iodized salt while enabling producers to
generate supply
Case Study
Iodized Salt-Pakistan
 Objectives:
– Technical skills and incentives to producers to
manufacture iodized salt
•
•
•
•
Education in benefits
Assistance in obtaining mixers and equipment
Logistical support for supplies of potassium iodate
Assistance in packaging with “Hand and Pot” logo
and brand name
• Training in marketing
Iodized Salt-Pakistan
 Objectives:
– Consumer Demand creation for
iodized salt
• “Hand and Pot” logo
• Promotions/giveaways to retailers
– Posters, mobiles, POP displays
• Teachers trained to educate children
and families
– Fun testing kits..does family salt
turn purple?
• Volunteers visit villages
– Presentations
– Reinforcement of good behavior
21
Case Study
Iodized Salt-Pakistan
 Lessons Learned
– Industry must buy into process
• Small processors now spend own funds to
iodize
• “Hand and Pot” Salt is now a brand name
product
• Value of marketing
– Simultaneously create supply and demand
– Legislation should follow not lead…won’t work
alone.
– NGOs/gov’t often don’t work well w/private
sector
Library Branding
 Values/Standing in the Community
 Flint Public Library recommended books,
videos, music
 With ratings?
 For reading, watching, listening value?
 Flint Reads (One book, one Community)
 Convener of literacy, reading, culture issues
Review-Ways to Succeed
 Situation involvement- Make it matter to me
 Enduring involvement- Long term involvement
 Benefits/Reinforcers-Personal benefit and goal
achievement requires only participant to succeed
 Cost- Low personal cost
 Benefit/cost ratio (in balance)
 Preexisting demand (already biased in favor )
 Segmentation (message segmented by audience)
Team Assignment
 Discuss the social values in your
community which may be leveraged in
support of the Library?
 What elements of social discontent may
work in your favor?
 Does your community take your Library
“for granted”? Why?
 What kind of challenge does your Library
represent Cell A, B, C, or D?
Discuss and identify areas of agreement/similarity
Finance Speak
Definitions
Levy- Charge against a citizen's person or property or
activity for the support of government
Millage-A tax rate on property, expressed in mills per
dollar of value of the property (1 mill= $.001)
Bond-a certificate of debt (usually interest-bearing or
discounted) issued by a government…in order to raise
money; the issuer is required to pay a fixed sum
annually until maturity and then a fixed sum to repay
the principal
Financial Fundamentals
 Revenues-$ flowing into an organization,
usually… earned for providing products/services
 Costs-$ flowing out to provide heat/light/staff as
well as cost of products and services
 Profit-In non-profit orgs it is excess revenue over
costs…used to compensate for losses elsewhere
 Inflation-increased costs not reflected in any
tangible increase in value received
 Balanced Budget-
– Combined funding/revenue streams= Costs
Millage vs. Bond
Millages may be temporary or
permanent but are often used for
ongoing operations
Challenge: Operating
millages that expire!
Bond issues often reflect a major building project, are
temporary in nature and eliminated over time based on the
amortization of the amount borrowed using the
assessments received from
Taxpayers.
Library $$ Link to Performance
 Per capita Funding
– Michigan($35.11)
– U.S. Avg($31.18)
– Ohio($56.85)
– Mississippi ($13.54)
Michigan has a tradition of passing Library millages
Michigan Library Financing …
… Sources
Federal Funding
State Funding
$.02
Other
$1.21 ????
$31.20
$2.68
Total
$35.11
Local Funding
Michigan State aid to libraries could be in
free fall or be eliminated altogether.
Library $$ Link to Performance
Library visits per capita..
Ohio 7.1
Michigan 4.32
Mississippi 2.67
Michigan Library Financing
•
Item circulation Per Capita
•
Ohio (14.63)
•
Michigan (6.08)
•
Mississippi (3.26)
Three Problems!
1. Current millage
formulas do not
anticipate increased
costs of doing
business
2. Most Libraries have
few developed
earned revenue
streams or organized
fundraising
Problems #3-5=The Perfect Storm
3.
Libraries are running out of
room/technology/infrastructure
4.
Costs to correct involve major
expansion or rebuilding
5. Libraries are largely unprepared for the
pushback from citizen rebellion against too
many millage requests in an unfriendly
economy
NO!
Define “Unprepared”!
No…..
 …long term communications/branding
 …organized/systemic planned giving
 ..ongoing/significant fundraising activities
 ..significant Fee for Service
What does this have to do with
passing a Millage?
 Millages/bonds primarily capital expenditures
 Operating millages are often static
 No mechanism for unusual/unanticipated
 Little room for marketing/promotion
Passing a Millage is Necessary
…….but not Sufficient
For Library Financial Health
3-Leg Stool
Library Financial Sustainability
1. Stable community funding with long
term phased building development/
expansion
2. Comprehensive fundraising/planned
giving structure
3. Fee For Service Plan
Comprehensive
Fundraising/Planned Giving
 Need…
– War Chest for Campaigns
– Special equipment/programs/services
– Endowment
– Unanticipated needs (failed boiler)
– Collection Opportunity
– Other ___________________
Fundraising
 Always be fundraising
 2-3 Major Events per Year
 Smaller events
 Easy to donate-online with credit card
 Specific projects or overall
– Foreign film collection
– Foreign language
– Genealogy
– Library Garden
Fundraising Ideas
 Dance/Ball
 Car Show
 Auction (Silent/Live)
 Reception (Celebrity-Author-Friends)
 Book Sale (BIG)
 Race (5k/Rally/Lake Swim)
 Night at the Movies
 Calendar
Planned Giving
 Aging Boomers will stimulate largest transfer of
wealth in history of the world
 Key reason for donating is values
 Libraries have a strong base of support among
many seniors-usage irrespective
 Restricted/Unrestricted opportunities
 Often linked to Endowment
Lena Meijer
Conservatory
Fee for Service
 Tiered Services Structure
Fee for Service 5-15%
Participation
Services-15%
Free Services
70-80%
Consulting
Special Collection
Sales
Shipping
Value-Added
Partnership
Appointments
Outside Training
Standard Collection
Reference
Interlibrary Loan
Fee For Service-Product/Services











Book/Movie/CD Sales-Partnership
Other Purchasing Partnerships
Post Office Substation
Passports
Research
Room/Facility rentals
Teen lock-ins
Theater trips
Seasonal Sales
Cultural Events (i.e. Concerts)
Cafe
Library Financial Sustainability
Reduce dependence on State/Local funding
Funds for War Chest/Advocacy/Special Projects
Opportunity for Discretionary Support
Community Awareness of Library Funding Needs
Market Responsiveness
Harper Woods Library Financing
“If …funding sources (state, county and local)
continue to decrease…., it is likely to affect the
library’s ability to provide services…
“…..increases in health care and other….will
make it more difficult to offer core services and
purchase materials without sacrificing quality
and/or quantity. The only revenue line item
to increase in 2003 was User Fees, as more
and more people used the library’s services
(books, videos, printers, copiers and other
services). “
Library Millages/Bonds
Nationally, at the close of the November, 2004 elections
libraries split 50-50 on requests for millages.
Michigan results for 2004 are better- 3:1 favorable
But…(of 18 successes)
44% of successful efforts were for less than 1 mill
2 of the successful efforts came after 3 failed attempts
2004 is prior to Delphi, GM, Ford closures
Michigan Libraries Millage Attempts
05/11/09
Name
Passed
Blair Memorial
Library
City of Bloomfield
Hills
1218 yes votes and
1010 no votes
Dowling Public
Library
Ogemaw District
Library
Sanilac District
Library
West Branch
District
Jackson District
11/11/08 Library
Failed
Amount
Term
$1,500,000-bond
490 to 585
0.7 was for library
service contract
consideration
5 years
X - 2 questions in
different
municipalities
280 to 109
.3 was for service
contract
consideration
0.3000
4 years
277 and No 142
0.6250
10 years
671 Yes No 290
0.4000
10 years
3238 to 930 (61%
yes-43825 to 39%
no-26528)
Mackinaw Area
District Library
Alger County/
Munising School
05/06/08 Public Library
694 to 304
Chippewa River
District Library
White Cloud
Community Library
5 years
0.4 9 years
192 for to
324 against
0.3 4 years
0.3 5 years
X-334 votes
X-242 Yes
to 438 No
2.62 20 years
unknown
28 years
Michigan Libraries Millage Attempts
Name
Cadillac- Wexford
County Public
01/05/08 Library
Fairhaven
Township (millage
for library service
contract)
Bay County Library
11/07/07 System
Chesterfield
District Library
Gilmore
Township-Benzie
Shores District
Library
Passed
Amount
3238 to 930 (77.69%
yea 22.31% No)
Term
0.75 7 years
115 Yes to 61 No
unknown
13375 to 12636
unknown
1 unknown
X
0.7 perpetuity
through
0.75 2012
X
Ironwood Carnegie
Public Library
Oliver TownshipPigeon District
Library
135 to 27
Novi Public Library
Pickney
Community Public
Library
Failed
X
1.274 30 years
through
0.25 2010
3930 to 2225
$ 16 million Bond 20 years
X
unknown
unknown
Michigan Libraries Millage Attempts
Name
Albion Distric
08/07/07 Library
Forsyth Township
Library
Jackson District
Library
Lapeer District
Library
Otsego Districs
Library
Passed
Failed
Amount
Term
5 years
465 to 216
2.25
4 years
395 to 369
0.5
5 years
X
0.8
10 years
2808 to 2000
0.9
10 years
51% to49%
Bond 3.63
Bad Axe Area
05/08/07 District
X
Berrien Springs
Community Library X
Chesterfield
District Library
Genessee District
Library
X
Ionia Community
Library
Loutit District
Library
Lyon Township
Public Library
0.9 9 years
1 4 years
X
X
1.9 5 years
0.75 20 years
4.6 million bond
and .4 operation
mill
28 years
X
0.11
X
0.53 7 years
Township
Library
Monroe County/
PetersburgSummerfield
Branch Library
North Branch
Township Library
Oakland Township
Peter White Public
Library
Rawson Memorial
Library
Ruth Hughes
Memorial District
Library
Saint Clair County
Library
Saline District
Library
Springfield
Township
Sturgis
Superior Township
joined the Ypsilanti
District Library
White Lake
Township Library
Ypsilanti District
Library
Passed
X
unknown
unknown
Failed
Amount
Term
unknown
unknown
unknown
X
unknown
0.1241 20 years
X
1 unknown
X
0.35 4years
unknown
unknown
X
0.7 4 years
X
0.55 20 years
X
X
0.5 unknown
1.1 10 years
X
1.6 perpetuity
X
X
0.4582 8 years
1.6 perpetuity
Library Need
Feasibility Study
Organizational Commitment
+
Social Marketing Campaign=
The Best Chance for “Yes”
Social Marketing
A Force for Social Change
Greater Potential for Losing
Millage Votes…Why Now?
National Economy still very weak..recovery
uncertain…confidence not high..especially
w/automotive issues in Michigan and oil prices…
…Michigan state budget reduced again as tax revenues
continue in decline.
Jobs…(15%) Unemployment rate for Michigan is
50th
Michigan was the only state to show a reduction
in employment during the 12 month period
ending June (2008).
Future for Michigan Library
Funding
State funding unlikely to increase…may decline
further as economy and state unemployment
stagnate
Library funding is a target…as it has not been hit very
hard …a reduced Library funding level is not like
reducing police or fire…a source of savings without
guilt
Likely other sources of funding must be
found…to help replace lost state funding if
not to increase total revenue
Why is funding an issue for
Libraries in Michigan now…?
1. Increased use of Libraries.
2. Costs are up!
3. Space crunch is hitting everywhere
1. Multimedia
2. Computers
3. Collections
4. Infrastructure is out of date
5. Private bookstore model is pushing
libraries to bigger, nicer facilities, more
hours,
Library Local Funding Initiatives
 Increasingly common
 Growth in number of requests for “millages
in perpetuity”
 Likely to continue as costs/demand for
services/technology outstrips funding
streams
The need for Libraries to tell their story
in a clear, compelling fashion has never
been more important….
Supplemental Funding for
Libraries
1. How much money is needed?
2. Is it a capital request or operating or both?
3. Will a one time grant/gift or bequest satisfy the need?
4. What is the history of millages/bonds in the
community? For Libraries? For other community
efforts?
5. What will happen if the money is not raised?
6. Is there a commitment on the Board of Trustees and
Management to build an alternate funding model?
Feasibility for Millage/Bond
 Clear demonstration of need
 Clear demonstration of Library performance
 On mission
 No (good) alternatives and downside if issue fails
 Ideally, not an early adopter idea
 Tangible benefit to community/Reason why
 Affordable (perceptually)
Feasibility for Library
Millage/Bond
 Objective Data
– Internal
• Space Needs Feasibility
– (Wisconsin or North Carolina Models)
• MLA/QSAC Standards
• Staff Assessment
• Data compilation of user complaints/service
interruptions, inability to deliver service, failures in
systems/capacity/technology
– Deliverable
• Ideally, Overwhelming objective data supporting the
need
Jordan Valley District Library
Space Needs Assessment
Jordan Valley District Library Service Area
County Population Projections2000-2020*
County
2000
2010
2020
Charlevoix
26, 090
30, 414 35, 455
+ 35. 9%
Antrim*
23, 120
26, 200 29, 362
27%
Total
49,210
56,614
64,817
Population chg %
2000-2020
+ 31.7%
Library Collection Class III Average
Jordan Valley
Percent Difference
District Library
Books
30, 965
- 6.7%
Audio/ video/ CD 1, 892
format
2, 536
+ 34%
Subscriptions
94
102
+ 8.5%
Total
Collections
35,028
35,210
+ .5%
33, 042
Q27 Would you say you
utilize your library...
Jordan Valley
District Library
Less now than in the past 5 years
About the same amount as in the last 5 years
Space Needs
Assessment
M ore now than in the past 5 years
0%5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Jordan Valley District Library
Space Needs Assessment
JV DL
Existing
Space
Collections
30, 965 books
1, 172 recordings
102 subscript ions ( display)
bscript ions ( storage 1- year)
M ichigan
Library
Statistical
Report
% Diff.
3, 200 sq. ft .
190 sq. ft .
123 sq. ft .
25 sq. ft .
3, 109sq. ft .
308 sq. ft .
53 sq. ft .
40 sq. ft .
+2. 9%
- 38. 3%
+ 132%
- 37. 5%
200 sq. ft .
1, 080 sq. ft .
- 81. 5%
1, 262sq. ft .
1, 500 sq. ft .
- 15. 9%
500 sq. ft .
!!!%
2, 150 sq. ft .
(Not counted)
0
0
Special U se
897 sq. ft .
584 sq. ft .
+53. 6%
N on-Assignable Space
897 sq. ft .
1, 793 sq. ft .
- 49. 9%
T ot al Space
6, 764 Sq.
Ft.*
8,967 Sq. Ft.
- 24. 6%
Reader /U ser Seating
Service Desks
Circulat ion- 3 main
Desk Check- 1 main
Children’sProgramming 0
Conference Room
Jordan Valley District Library
Space Needs Assessment
The Jordan Valley District Library is open for business 2,808 hours
per year, approximately 10.6% longer than the average Class III
library ( Michigan Library Statistical Report, Library of M ichigan,
2002- A ttachment C) . JVD L maintainsits open hours with 3.28
T otal Paid FT Es, .68 FT Es less than the average Class III library
( however the total service area population at JVDL is 7, 535,
approximately 17% fewer potential patronsthan the average Class
III library supports) .
Visits per capita for JVDL are 5.0, 22% higher than
average (4.1) for the Class III libraries. Further JVDL
records 548 users of electronic resources per week,
dramatically higher than the 165 average
JVD Library counts 5,320 active registered borrowers
of a total library service population of 7,535. This reflects
a 71% conversion or “user” ratio. This is significantly
higher than the 45.5% for Class III libraries overall.
Feasibility for Millage/Bond
1. Objective understanding of community
usage/attitude toward Library
1. Usage-Library database driven…compare with
peer group (get a peer group) (See Factbook)
2. Community Attitudes-Library (Build a valid
survey instrument…pay to have it completed)
3. Community Attitudes-Tax-Include issues relating
to tax levels, interest in support for the Library
esp. compared w/fire, police, etc.
4. Community Attitudes-New products-Interest in
new products, change in usage, support level
Build a FACTBOOK!
Support Services
Collection Totals
Registered Patrons
Library Cards Issued
Volunteers (#)
Volunteer Hours
High School Student Volunteers
HS Student Hours
Patron Traffic
Patron Traffic (Sunday)
Patron Traffic (Outreach)
Circulation of Materials (Overall)
Circulation: DVD/Video
Circulation: CD/Audio
Actve Library Cards
Inactive Library Cards
1994 2000
2002
2003
157,357
2004
2005
167,791
3,118
3,331
3,313
3,062
215,018 222,712 403,263
21,817
9,403
307,441 367,178 386,591 412,666
(Excerpt from “Factbook”)
29,311
Sample Public Library
Information Technology
OTPL Home Page Hits
LOCIN Home Page Hits
Children's Home Page
Online Resources
Wireless (in library) Usage
Online Database Usage
1994 2000
Maintenance Services
1994
Completed Service Requests
Meeting Room Usage
Conference Room Usage
Meeting Room Requests Turned Down
2000
2002
2003
71,198 91,180
9,927 11,674
2002
124
399
243
149
2003
147
351
309
150
(Excerpt from “Factbook”)
2004
2005
171,511
19,064
9,952
5,815 9,028
382
2004
125
384
255
185
2005
90
484
218
Sample Public Library
SubTopic
1990
1991
1992
Book Collection Total - Juvenile
20,673
21,368
Book Collection Total (Print materials)60,506
66,388
70,327
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
79,622
84,775
88,401
92,133
94,666
98,258
99,646
108,057
95,654
101,534
105,000
124,510
125,754
Books on CD
NA
4
6
84
158
333
517
759
1,017
Books on Tape
1,730
2,277
2,654
3,014
3,378
3,445
3,575
3,857
3,8,32
Cassettes
477
269
262
247
256
248
211
38
34
CD Holdings
828
1,129
1,434
1,789
2,153
2,460
2,679
3,210
3,444
220,297
248,774
243,130
234,640
247,236
284,299
307,441
367,178
386,591 412,666
8,037
11,097
13,021
13,261
13730
15,600
18,332
17,012
21,040
21,817
119,824
125,147
129,975
132,875
140,479
167,346
150,057
157,357
154,385
167,791
Collection: Local History
735
1,032
952
979
1,112
1,160
1,200
734
753
DVD Holdings
NA
NA
NA
40
193
318
663
1,215
2,211
65
65
65
65
65
65
65
65
65
Circulation of M aterials (Overall)
169,778
173,125
147,000
166,437
183,100
198,085
Circulation of M aterials (Sunday)
Collection Totals
66,852
78,719
76,642
85,034
88,796
93,052
Filmstrips
Hours/Week library is open
61
61
41
41
41
61
65
(Excerpt from “Factbook”)
Survey Management Data
Traverse Area District Library
 October 11, 2004 – October 29, 2004
 400 Interviews Attempted
 421 Valid Interviews Completed
– Total 3,655 calls made
•
•
•
•
1,309 - Wrong Numbers
231 - Disqualified Respondents
825 - Refusals
879 - No Answer
 Completion Rate – 33.9%
Q7 Rating the Library as a
Source of Information
7 = Excellent
45.5%
6
25.7%
5
19.2%
5.2%
4
3
1.6%
2
1.6%
1.3%
1 - Very Poor
Mean = 5.98
0%
10%
20%
30%
40%
50%
10 Number Hours per Day Spent Readin
7.1+
1.2%
6.1-7.0
1.0%
5.1-6.0
2.2%
4.1-5.0
3.4%
3.1-4.0
10.4%
2.1-3.0
15.4%
1.1-2.0
31.3%
0.1-1.0
34.9%
0%
10%
20%
30%
40%
Q15 What Attracts Respondent to TADL
Has Materials I Want
50.6%
Convenience
50.3%
Like the Staff
20.0%
Other
17.2%
ams for Me/My Kids
14.7%
Good Neighborhood
9.2%
Friends Go There
6.4%
0%
10%
20%
30%
40%
50%
60%
17 Why Not Go To TADL More Often?
No Time
45.2%
No Need
27.7%
Other
17.5%
Not Convenient
12.0%
Hours Not Right
5.4%
Buy Books
4.8%
Nothing Interesting
3.0%
nough "New" Books
2.4%
No P arking
2.4%
0%
10%
20%
30%
40%
50%
Q61x89 Likelihood To Visit TADL
by No. of Computers At Home
13. 6%
18. 5%
Very Unlikely
30. 3%
Somewhat Unlikely
Likely nor Unlikely
4.5%
11. 1%
6.1%
2 or More
4.5%
3.7%
3.0%
1
31. 8%
33. 3%
36. 4%
Somewhat Likely
0
45. 5%
Very Likely
25. 9%
15. 2%
0%
10%
20%
30%
40%
50%
Q81 Support of East Bay Branch
Relocation To Acme
9.4%
ngly Opposed to Reloc.
10.5%
Opposed to Relocation
Neutral/No O pinion
57.1%
10.5%
Support Relocation
12.4%
gly Support Relocation
0%
10% 20% 30% 40% 50% 60%
Q83 Support for $50 "Fair Share" Fee
Strongly Oppose Fee
23.2%
Opposed to Fee
27.9%
Neutral/No O pinion
18.9%
Support Fee
17.4%
Strongly Support Fee
12.6%
0%
10%
20%
30%
Q83x16 Support for $50 Annual Fee
by Library User
21. 9%
Strongly Oppose Fee
23. 4%
18. 8%
Opposed to Fee
29. 7%
Non-User
18. 8%
Neutral/No O pinion
19. 0%
User
28. 1%
Support Fee
15. 2%
12. 5%
Strongly Support Fee
12. 7%
0%
10%
20%
30%
40%
Additional objective data….
 Exit interviews
 One-on-one interviews
 Focus group interviews
 Customer satisfaction data
 Letters of commendation (Attaboys!)
 Letters of request (more collections/space,
etc.)
Focus the debate on the Facts..of the Need
Team Assignment
 How much objective data do you have on
your Library?
 Are you keeping a Factbook?
 How easy would it be for you to persuade
others you need more resources, space, etc?
 Are you used to using facts and objective
data to make decisions?
Feasibility for Millage/Bond
2. Assess the recent history of millage votes in
the community
1. School/township/public safety, etc.
2. Marketing/promotion/PR campaign
3. Turnout/Pass or fail/by precinct
4. Any after action study?
5. Second/third attempts? Outcome?
6. Newspaper and other media coverage
Community Support
 Test the water interviews
– Community Leaders
– Funders
– Influencers
 Identify support
 Clarify objections/concerns
 Identify other millage efforts
 Preliminary request for participation
1.
Feasibility for Millage/Bond
Summary
Need!
2. Objective data on Library performance
3. History of millages-Library and community
4. Current community attitudes/usage of Library
5. Business/Community/Civic leader views
6. Leader/influencer Support for the question
The Library Millage
Campaign
Plan
The “Two Minute Drill” for
Marketing Libraries
Organizational Commitment
 Management
 Staff
 Trustees
 Friends
 Volunteers
Are the team needed to get it done!
The 5th “P”….People
 Board
 Staff
 Friends
 Community Leaders/Influencers…
Will form the core of the Campaign Cabinet
Goal #1 is to have the core on board and motivated!
Why a Two Minute Drill?
 With not enough time, $$ and (usually) little
experience..and a deadline (the millage
date) fast approaching…..
Library management/board/staff must build
and execute a plan to stimulate awareness,
generate active support and “get out the
vote” to pass the Library Millage
Yes!
P.S….and…if marketing had been a priority all
along…this wouldn’t be a two minute drill
Start with the People
 Core committee
 Liaisons to other interested groups
 Regular meetings (every two weeks)
 Formal minutes, tasks,accountability
 Drive the train with calendar/Gantt chart
 War Room if possible…
 Listserv need to know groups
Millage Campaign Org Chart
Board
Library Director
Core Committee
Marketing/PR Committee
Board
Fundraising Committee
Comm Ldr
Staff Vol.
Events Committee
Friend
Staff Liaison
1.
The Library Millage
Marketing Plan
Product
1. Library Performance/Benefit/Events
2. Price
1. Library Value of the Service/Customer Satisfaction
3. Place
1. Facility/Location/Parking/Branches
4. Promotion
1. Concept/USP
2. Positioning
3. Media/Communications/Event/PR
Time: A Critical Resource
1. Build a timeline
2. Use the Reverse Planning Procedure
3. Account for all actions
4. Personal Responsibility for every action
5. Bi-weekly meetings with progress
report each session
6. Post the Timeline!
7. Stay on task!
War
Room
Reverse Action Planning
1) Start with the end in mind..
5-30
V-Day-Voting Day
2) Consider the next to last item to be completed
Last instructions and Mobilize “get out the vote” teams
3) Continue to the next item in reverse order
Final presentations/media interviews/letters to the editor
Mail final reminder postcard for voting day
5/21-5/28
5-21
5/18-5/21
Media campaign blitz
5/1-5/18
Mail “Yes” brochure to target voting groups
4/13-5/15
Final presentations to Rotary/Lions/Elks/VFW 4/1-4/30
Presentation and media production for final 60 3/1-4/1
4) Review plan for “fit”. Adjust as needed. Implement.
Timing
• Reverse Planning Procedure
•
Begin with the end in mind
Final TV Interview
Vote
TV campaign 7/1-8/4
Aug-06
Aug-07
Friends call all
cardholders 8-5/6
The Product Plan!
1. Demonstrate Library Performance
2. Demonstrate Need
3. Demonstrate Solution
4. Benefit to Community
5. History of Millages in the Community
6. Groundwork for Support
7. Build a timeline/Reverse Planning
Procedure
The Facility Plan
1. Architectural/Equipment/Technology
Solutions
2. Functional Benefits of Solutions
3. Concept Drawings
4. Timeline for Construction
5. Facility Cost
6. Staffing Cost
The Fundraising Plan
1. The Fund(s) Available….Campaign Budget
1. General Fund (informational purposes)
2. War Chest (Advocacy purposes)
2. Establish a Committee
3. Bank Account/Treasurer
4. Campaign Cabinet
5. Materials (See Communications Plan)
6. Event(s)
7. Corporate Fundraising/Sponsorships
Millage Campaign Budget
$$ Lessons Learned
1. Start fundraising yesterday!
2. Make fundraising a permanent effort
3. War chest established to provide entire budget necessary
to inform and persuade of issue value without violating
laws regarding use of Library funds.
4. Involve senior community leaders/influencers and those
without a vested interest.
5. Don’t be afraid to ask for big money.
Budget
 Varies by size of community/media
environment
 Rule of thumb-.5%-1% of Issue value
– (I.e. $5 Million bond = $25-$50k)
 Passing a millage becomes more expensive
with each attempt…
Communications/PR/Media
1. Master Calendar (Gantt Chart)
2. Story
3. FAQ List
4. Use of Existing Media (I.e. Newsletter
5. Special Events Plan
1. Enhanced Traditional Events
2. Special Events (I.e. One Book/One
Community
3. Fundraising Events
6. Website
The Story
The Story
th
2006 marks the 80 year of service and leadership of the Orion Township Public Library. The Library has
evolved to meet resident information and entertainment needs as Lake Orion and Orion Township have
grown. The Library staff, management and board have kept pace with community needs by preparing for
community growth, evolving the size and character of the facility and increasing service. Now the Library is
preparing to evolve again to meet community needs.
The Orion Township Public Library was born out of the Lake Orion Women=s Club, lived in a house on
Lapeer Street and grew until the floor boards sagged. Then, (the first formal Library) met the community =s
needs for the next 23 years, but again, the community outgrew the facility ( now the Catholic Credit Union).
In 1987 the Orion community passed a bond to create the next generation Orion Township Library. The
Orion Library Ateam@worked diligently to insure the Orion Township Public Library was providing a forward
looking set of services, collections and programs. The Library again met the challenge with a dramatically
expanded collection of books and magazines, movies, music CDs, books on tape/CD and a burgeoning
supply of computers and software along with high speed Internet access. After almost 20 years, it is time
for another Aforward look@at the Library and its needs. The Library facility is out of room as new
technologies and the terrific rise in cirulation and size of the collection demand more space. The Orion
Township Library=s ability to serve the community is becoming compromised as it outgrows the current
structure and infrastructure.
In
1989 the Library building provided for the needs of a community of 23,800. The
Library was designed to serve a population of 30,000 and house a collection of 100,000
volumes with capacity for a 200,000 items per year circulation The Children =s Area was
spacious and inviting. Adult Services offered quiet study areas, comfortable seating and
the latest titles. State-of -the art computers and and other new technology were on hand.
Meeting rooms were available for community group gatherings.
In 2006 the Library building is outgrown and the infrastructure dated. The population of
Orion Township has ballooned to 34,600 (45%+) while the collection in the library tops out
at 167,791, more than 50% over designed capacity. 412,666 items circulated in 2005,
more than double planned circulation. The Children=s Department cannot provide
enough programs for the demand due to space constraints alone. There is no quiet
corner left in the building. Over 35% of patron seating has given way to shelving. Over
80% of the Community groups requesting a meeting room are turned down due to lack of
availability. The building infrastructure is worn and maintenance is overburdened with
finding replacement parts for obsolete equipment. It is time for the next generation
Library.
With the continued dedication of the community the new Orion Township Public Library
will carry the Library into the mid-2000s (2030). More space for patrons and the shelving
of a growing collection will address a critical space crunch. New technologies will offer
electronic collections, downloadable books and MP3 audios Ywith space needed to
provide equipment and storage to manage and administer these technologies .
Great Libraries build Great Communities andY.Great Communities Build Great Libraries.
Now is the time for the next Orion Township Public Library.
FAQ List-Library Millage
 Why does the Library need an additional
millage?
 How much will it cost me personally?
 What will we get for this spending?
 I don’t use the Library…why should I
support this?
 Aren’t people using Libraries less now with
computers and Internet?
Events
 Library anniversary
 Tax form day
 One Book, One Community
 Summer Reading Programs
 Icebreaker Ball
 Homework helper
 County fair
 Christmas Parade
 Book sale
The Marketing Plan cont’d
7. Tours
1. The Behind the Scenes Tour
8. Presentations
9. Strategic Partners
1. Schools
2. Governments
3. Art/Culture/Historical Orgs
4. Friends
5. Book Clubs
6. Media
7. Other
10.Media Plan
11.PR Plan
Collaboration
 Strategic Partners (Don’t leave your
Library without them.)
– Who wants me to succeed?
– Reality check for resources
 Use the apostle principle….
Get a minimum of 12
 Every institution is a potential
collaborator. Any one you leave out will
be neutral at best…..
School District
Library Collaborators
City Commission/County Commission/Legislators
Influential Business/Industry Leaders
Civic Orgs (Chamber of Commerce, Rotary, Lions, etc.)
Influential Citizens
Heavy Users-Mothers w/young children
Supportive Influential Seniors
Literacy Groups
ESL Advocates
State Job Marketers
Genealogy Enthusiasts
Local History Supporters
Lessons Learned...
 Programs operated by social agencies in
isolation have limited impact
 Social change theory suggests some changes
are easier than others…
 Collaborations with institutions, influencers
and community are critical
 There is evidence of success...
Social Marketing is Marketing
 Tools
 Resources
 Learning/Communication theory
 Action-oriented outcomes
 Scientific model (trial and error)…which means
research and evaluation
 Sense of urgency/window of opportunity
 Reality-based
Social Marketing….
“Management technology involving the
design, development and control of programs
aimed at increasing the acceptability of an
idea or practice in one or more groups of
target adopters.”
Kotler and Roberto “Social Marketing-Strategies for Changing Public Behavior”
Marketing Non-Profit Organizations
 Telling the story is just as important for the
American Red Cross, Cancer Society or the
Kalamazoo Public Library as for GM or Kellogg Co.
 But…a bias against “Advertising” inhibits NPOs
(and many libraries) from effective marketing and
many staff members from feeling they have
permission to “market”.
Are advertising and marketing the same thing??????
Marketing
Cultural and Social
Environment
Political
and Legal
Environment
Product
Service
Place
C
Price
Economic
Environment
Promotion
Existing Business
Situation
Resources and
Objectives of
Firm
Marketing Concept
“…means an organization aims all its
efforts at satisfying its customers…”
Different than the production concept…
“…making whatever products/services are
easy to produce and then trying to sell
them.”
Is your Library operating on a “marketing” concept or a
production concept?
Marketing
vs. Production
 Customer needs drive
 They should be glad we
library plans
exist….
 We buy, stock, distribute  We encourage patrons
what patrons want
to borrow what we have
or like
 Ads demonstrate need
satisfaction
 Ads include product
features and how made
 Customer satisfaction
before/after transaction  Customer relationship
ends w/transaction
M
i
s
s
i
o
n
/
V
i
s
i
o
n
Master Marketing Plan
Advertising
Establish
Objectives
C
u
s
Market
t
Research
o
Analysis
m Forecasting
e
r
s
Promotion
Determine
Product Line
Identify Market
A&P
A&P
Select Sales
Channels
Formulate
Policies
C
u
PR
s
t
Sales
o
Customer m
Service
e
r
CRM
s
Permission
Marketing
Market Planning Process
Library Mission/Market Dilemma
Do we purchase and distribute…..
What people want?
Or….
 What is good for them?
Or….
Customer Centric Mix
Library DilemmaResolution
1. Library must satisfy demand.
2.
3.
If demand is not what Library thinks it should
be…
…. it must change the demand.
Shakespea
re is
Marketing via supply-side is a trip to irrelevance
Cool!!!!
…..the same as the production concept.
Relationship to Passing a Millage?
 “Performance” demonstration is first step
 “Performance” = Market Test
Performance=
1. Product/Information I wanted…
2. When I wanted it
3. Convenient/accessible (available, free
parking)
I value this!
4. Friendly service
Passing a Millage!
Goal: Behavior Change
Communicate:
1. Performance =
Value
Vote “Yes”!!
2. Need=
Interruption of Value
3. Solution=
Return of Same or
greater value
It isn’t about the buildings or the money..
Marketing-Function of Choice
 Customer has choices in a free society
 But not all customers need all products
The job of marketing is to
satisfy target groups of
customers with particular
products/services
Market Position/Strategy may
dictate product/service array…
 Strategy – The approach taken to most
effectively accomplish the mission
given scarce resources, an environment
with some non-negotiables and the
need to control costs while optimizing
value.
…how to best accomplish the mission?
Market Position/Strategy
Impact on Services Array
 Suburban (Bedroom) Community
 Small town (Community Center)
 Metropolitan (Esoteric Boutique)
 Specialty (Post-Secondary)
 Activity Centered (Sports)
 Target Audience (Young adults)
 Location (High traffic)
 Other _________________
Services Array- Pro/Con (Few)
 Not enough variety
 Doesn’t attract all potential market segments
 Doesn’t generate enough value/$$
But…allows for….
Clear Position
Attracts more homogeneous audience
Allows concentration of resources
Easier to establish and communicate identity
More precise target marketing possible
Services Array- Pro/Con (Many)
 Nebulous position/difficult to communicate
 Many different segments which have to be
served
 Lots of little values generated
 Segments may compete for resources or not
be compatible
But…allows for….
Attracts more available customers in one area
One stop shop
Positioning
 The placement of the product/service in
the mind of the consumer in such a way
that the brand will be considered when a
category purchase is contemplated.
Positioning is not driven by product.
It is driven by perceptions.
Finding a positioning…(1)
 Product or service (variety)based
– Jiffy Lube
– Ferrari
– Southwest Airlines
– ……serves a subset of needs (only)
for a select group or wide array of
customers
Still need a mechanic
Still need a dependable car
Still need an international, long or short
haul airline
Finding a positioning…(2)
 Needs-based
– ...traditional customer segmentation, but…
• all needs of one customer group (Ikea, Weight
Watchers)
• differing needs of one customer group
(Citibank “private” bank-Assets of $250,000+
Holiday Inn vs. Holiday Inn Express)
• …tends to concentrate on one customer group
that is either overserved or underserved, better
addressing needs only partially fulfilled by cost
leaders.
Finding a positioning…(3)
 Access-based
 Segmentation by geography, size of
community,
– Carmike Cinema
– Visiting Nurse Services
– ...Configuring to efficiently/profitably serve
customers who are ignored or otherwise
underserved due to access considerations.
Historical Positionings
Company-
Old Position-
Be all you
U.S. Army can be
Pontiac
Snickers
New Position
An Army of One
Wide track We build excitement
ride
Best
tasting
candy bar
in U.S.
Packed with
peanuts, Snickers
satisfies
Good positions = trade-offs
Neutrogena-Positioned as Doctor recommended with
hints of medical endorsement
 Neutrogena
– Advantages….
 Liabilities
– Residue-free/ph Balanced
– No deodorants/skin
softeners
– Sales calls on
dermatologists
– Ads in medical journals
– Research Skin Care
Institute
– Distribution in drugstores
– Avoids price promotions
 No deodorants/skin
softeners
 Distribution barriers in
supermarkets
 No mfg efficiencies
 Limited general public
awareness
Good positions aren’t enough
 Competition…
– ...may reposition itself
– ...may adopt key elements of your position
while keeping some of its own (hybrid
position)
– Continental Lite vs. Southwest
• No meals or first class
• Lower fares/reduced turnaround time
• …but still use ticket agents,baggage
checking and seat assignments
• Mixing elements of this position
ultimately failed
Different positions suggest
different activities…..
 Product configurations
 Employee behavior
 Management systems
 Customer expectations and behavior
 Trade-offs or sacrifices increase
inflexibility, and, they create the need for
choice.
How does Positioning relate to
Millage?
A strong positioning…
 …captures the essence of the Brand..making
the value proposition easier to understand
 …the price/value relationship easier because
of the “package” of patron benefits
 Naysayers have a more difficult time
challenging…appear nitpicky
Team Assignment
 What is the positioning for your Library?
Competitive Strategy
Development
 Strategy development involves translating the
positioning into a selection of activities the
Library performs and their integration..
– 1)Performing the same activities differently
– 2)Performing different activities …
•
…than competition
 Yielding Competitive Advantage
– Without the above, positioning is reduced
to a slogan and strategy to an unfulfilled
promise
Strategy…the chemistry of
activities that supports a positioning
 Southwest Airlines’ positioning as a low cost,
convenient, friendly airline works because of…
–
–
–
–
–
–
–
–
Rapid gate turnaround
Well paid gate/ground crew-flexible union rules
No meals, seat assignments, interline baggage transfer
Hiring attendants/gate agents based on personality
Selected airports with minimal congestion
Limits on type and length of route
Boeing 737 only
Key success factor is….everything matters!
Strategy means “fit”
 Activities complement one another…one activity’s
cost is lowered due to the way in which other
activities are performed.
 Costs are not so much lowered as configured to
optimize the value offered in the positioning.
 Not ...
– Core competence
– Critical resources
– Key success factors…but “fit”
Fit
 1)Consistency
– Ikea…self selection of furniture/informative displays
– Southwest…no baggage transfers/no meals
 2)Reinforcing
– Neutrogena…markets to upscale hotels/MD marketing
– Bic…All channels of distribution/P.O.S. + packaging
changes
 3)Optimization of Effort
– Gap…high product availability thru low inventory=basic
inventory w/limited colors
Strategy
“Fit” among a System of Activities
 Strategic Fit provides…
– Market entry barrier- separation from competitors who
must match not only selected activities but entire
systems
– Better satisfaction of specific customer needs
– Easier marketing/communications effort
– Clearer understanding of management priorities and
employee goals
– Incentivizes and facilitates Operational Efficiencies
– Enables clear focused positioning messages
Developing a Strategy




Most distinctive/unique products/services
Most demanded products/services
Most satisfied customers
Customers/channels/purchase occasions most
utilized
 Most different and
effective activities
in the value chain
The book you requested is in and we’ll hold it for you
in Locker 24…access code is 1234….
Market Diversification/Segments
 New Products (new products for current market)
– Consistent w/positioning and strategy
– Generate profit/visits or both
– Avoid back door products/services…subcontract
 Product Segments (new products for new markets)
– Consistent w/positioning and strategy
– Adds to competitive advantage/loyalty
– Generates profits/visits or both
– Should not dilute main focus
How Strategy Influences Millage
 Strategy-Samples
– Legacy
– Community pride
– Education link
– Community Q of L indicator
– Property values
– Endorsements
– Other….
 Effective execution of position-delivers consistent
“fit” of activity with promotion
 Minimizes expectation gaps
 Promotion emphasizes benefits to patron
Wellville Library
Mission/Strategy/Position
 Mission-Celebration of ideas and
knowledge…alone and with family or friends
 Strategy-Establish a community gathering place
that encourages interaction of people and books*
*includes all materials/products
 Position –XYZ Library is positioned as a warm and
friendly community place that celebrates the
relationship between people ideas and information
Team Assignment
 Mission/Vision/Core Values
 Strategy
 Positioning??
Discuss and identify based on documents or your
best guess!
Marketing Principles-4 Ps
Product/Service
Price Value
Place
Promotion
All Elements of the Enterprise Configured for the Patron
Marketing and the 4 Ps
 The Story begins with the product….
– Product
Product…first and most important









Books
Are you an expert on
your product(s)? Do
Magazines
you know who is?
Music CDs
Numbers?
Movies/Videos
Books on Tape/CD
Currency?
Computer Software
Unique/Different?
Information Searches/Reference
What is the
Microfiche/Archives/Local History impact of the
Library
Special Collections
“psst…do you know what’s in the basement?”
mission/vision
on product?
Know your world
 Awareness of current events/city events?
 Understanding of global/national/regional issues
 Be the “go to” person for your specialty
(genealogy, bi-lingual, business, foreign films)
 Catalog and web backups-favorite sources
 Celebrate your curiosity!
Product Information Objectives
 Current products/services consumed
 Level of awareness/demand
 Consumption level/velocity
 Seasonality
 Product/Service mix
 Interest in new products/services
 Substitutability of existing/new products
Library Product Mix
Books
Magazines
All configured to meet
your patron’s needs
Newspapers
CDs
DVDs
Job/Resume Assistance
Computer Training
Information retrieval
Children/Adult Programs
Know your Patron
Census
Primary/Secondary Research
Geodemographic
Clustering
PatronsThe Demand Side of Product
Knowing your product line addresses Supply
Side but, if the goal of marketing is matching
producers (supply) with customers (demand),
we have to understand our customers and
their needs to be effective marketers
Knowing Your Patron
 Research done at the Organization Level
– AAU (Attitude, Awareness, Usage of Users and
Non-Users
Q4 How many hours per day
do you spend reading
– Focus Groups
– One-on-One
interviews
– Schnectics Sessions
– Mystery Shoppers
Other
7.1+
6.1-7
5.1-6
4.1-5
3.1-4
2.1-3
1.1-2
0-1
0%
10%
20%
30%
40%
50%
Michigan
KDL
Knowing Your
Patron
 YOUR Level
– Learning customer interests
– Matching interests with collection opportunities
– Ability to direct patron internally/externally
– Linking new additions to the collection or requests with
interested patrons
– Placing materials on hold/reserve
– Interlibrary loan
– At checkout...suggestions for next visit
“as wine connoisseurs you’ll want to check out the movie
“Sideways”. Would you like me to put that on reserve for you?”
Group S3 – Middleburbs
The five segments that comprise Middleburbs share a middle-class,
suburban perspective, but there the similarity ends. Two groups are
filled with very young residents, two are filled with seniors and one is
middle-aged. In addition, S3 includes a mix of both, homeowners and
renters as well as high school graduates and college alums. With good
jobs and money in their jeans, the members of Middleburbs tend to
have plenty of discretionary income to visit nightclubs and casualdining restaurants, shop at midscale department stores, buy dance and
easy listening CDs by the dozen and travel across the U.S. and
Canada.
21. Gray Power – The steady rise of older, healthier Americans over
the past decade has produced one important by-product: middle-class,
home-owning suburbanites who are aging in place rather than moving
to retirement communities. Gray Power reflects this trend, a segment
of older, midscale singles and couples who live in quiet comfort.
Market Research-Feasibility
 Before finalizing strategy, validate the market
potential….
 Location??
 Market Audience(s)
 Services Demanded?
 Pricing
– Secondary Research
• Syndicated data (Existing)
– Primary Research
• Original/Custom
Primary vs. Secondary Data
 Primary Data
– Original, new information
– Custom-designed to meet client needs
– Characteristics…
• Expensive, accurate, timely, formatted for application, relevant,
responds to EEI/OIR
 Secondary Data
– Existing information
– Published to meet multiple/variety needs
– May have none/some or a good deal of client needs
– Characteristics…
• Cheap, accurate, may be outdated, format for many users, some irrelevance,
EEI/OIR?
Patron AAU
1)Key Issues
155
Patron Data -Secondary
• Census
• Demographic Studies (City/State)
• Industry/Economic Activity Reports
• Lifestyle Clusters/Psychographics
(PRIZM)
• Visitor and Convention Bureau
• Pre-existing Patron Research
Patron Data-Primary
 Qualitative
– Focus Groups
– One-on-One Interviews
– Dyads
 Quantitative
– Telephone Surveys
– Mail Surveys
– Intercepts (Library events)
– Internet Surveys
– License plate acquisition data
Result:
Library Product Mix Ideally Configured for
your Patrons
Leads
to
Patrons who find more of what they want
Library buys more efficiently with less waste
Leads
to
Amazed patrons that love your Library
Products/Services/Customers
of…Public Library





Books
CDs
DVDs
Magazines
Records
– Information
– Maps
– Genealogy tracks
Children
Teens
Adults
– Pleasure Readers
– Business Readers
Seniors
Hobbyists
 Reading/Book
Experience
…how to decide?
For a Millage campaign…
 Product is performance….
– Circulation, increase and totals
– Request fulfillment
– Collection, size and breadth
– Technology-currency/speed/access
– Special collections
All tied to the….
–Patron experience
Team Assignment
 Who is your customer?
 Profile? PRIZM/ACORN Cluster(s)?
 Primary research data….?
 Census?
Price-Information Objectives
for Non-Profits the issue is value!
 Current perceived value by product/service
 Value elasticity
 Proposed value structure
 Support/peripheral tiered services pricing
 Bundling opportunities
 Volume/Quantity/Frequency discounts
The issue of pricing vs. free has to do with core and
peripheral services. Ultimately it is:
what the consumer demands….. and will pay for
Price-A feature to be celebrated!
“We have 200,000 volumes, 12,000 CDs,
8,000 videos and 3,500 audiobooks and they
are all free.”
The two most important words to American consumers are
“Free” and “New”.
Satisfying needs is more
important than price!
 Free is not everything
 Convenience/relevance/currency count
 Fee for service will introduce a new wave
of products/services at Libraries
 Multi-tiered service products
 Special editions/Best sellers/High demand
videos all are potential fee for service
Free…in 6
weeks
Or…
Get it now…for a fee
Libraries could market free and fee
 Above all, consumers want choice.
If you have that now, you can promote both….
How you can market Price
 Free for most patrons’ needs is important
 Fee for special needs can be offered
 WE don’t say “No”….
–
–
–
–
–
We can do that…
We can do that and I’ll call you with the answer
We can do that but it will take longer
We can do that for a fee
We don’t do that but here is the name and
phone number of someone who does….
Pricing Guidelines
 Introductory pricing should not be
significantly lower than ultimate pricing
 Incentivize trial through coupons/or other
promotional devices which do not
compromise pricing integrity
 Provide loyalty and recruiting incentives to
current members
Fee for Service
 Tiered Services Structure
Fee for Service 5-15%
Participation
Services-15%
Free Services
60-80%
Consulting
Special Collection
Sales
Shipping
Value-Added
Partnership
Appointments
Outside Training
Standard Collection
Reference
Interlibrary Loan
Place
 Main Library
 Branches
 Sections within the Library
 Special use rooms
 Website
 Bookmobiles, etc.
 Days/Hours
Key is Access/Convenience
Place-Information Objectives….
 Value of Accessibility-Convenience vs.
Concentration of Collection (Branch?)
 Hours
 Configure to the Positioning
 Opportunity for Expansion
Related “place” issues
–
–
–
–
–
Parking
Drive up window
Drop boxes in different parts of town
Lock boxes for after hours access
Online renewal
Anything dealing w/Customer access =“Place”
Place
A Moment of Truth
 Entryway
– Signage
– Accessible
– Clean/Neat
– Not papered with
flyers/announcements
– Hours Posted (Parking Lot)
– Well-lit!
– No smoking within 100 feet
– Well groomed plants/foliage outside
171
Place
Managing the Moments of Truth
 Checkout/Reception
 Signage
– Functional
– Directional
– Maps
 Clean/Neat
 Staff visible
 Greetings
 Separated queues
Your
Library
Queue Environment
Lower Stress Queue
Place-Customer Service
Your Library Culture
– Welcoming- (Guest in your home)
– Helpful
– Engaging
– Introduce yourself
– Learn Customer Names/Interests
– Partner in Solutions
– Write it Down
– Follow Up
– Ask for Feedback
Sense of Place
Managing the Moments of Truth
 Staff-Dress
– Business Casual
– ID Badge
• First Name
• Visible from Six Feet
– Develop criteria to meet local standard
Critical Goals
Professional/Approachable/Identifiable
176
Place and the Millage
 Convenience/Access/Culture of Library
– Contribute to the “relationship”
– Have more to do with customer satisfaction than
product
– Set you apart more than product/services
– Tends to be what patrons want more of….
Team Assignment
 What is your culture?
 What benefits and liabilities of Place exist?
 How will above help/hurt millage?
Mailing lists
Promotion-The last “P”
Often thought of synonymously with Marketing
E-zines
Blogs
List Servs
Promotion…pick one…
 The way we learn about products/services of interest
 A scourge on Western civilization
 The grease that allows the wheels of commerce to
turn freely
 A cancer that is spreading to cover every inch of the
American landscape from billboards that clutter
highways to in-school closed circuit TV
The average American sees 5,000
promotional messages per day
Promotion can….
 Build awareness of products/services
 Stimulate trial of products/services
 Change perceptions and subsequently behavior
 Change visiting patterns/timing
 Change expectations
 Reduce fears/concerns/obstacles
 Give the organization another chance
PromotionInformation Objectives
 Target Market Media Consumption
 Preferred Media vehicles
 Media vehicle credibility
 Cost effectiveness/efficiency of available
media
 Meaningful Message Content
 Use of Promotional tools
 Frequency of Media messages
 Special Use Media
Q45 How do you stay updated
movies/programs at your loca
No updates noticed
Other
Notice in the local new spaper
Check the w ebsite
Receive a new sletter
Stop by the library
0%
M I respondants were
not asked about
websites
10%
20%
30%
40%
Michigan
50%
How ell
Promotion
 Primary components
– Advertising
– PR
– Promotion
• Consumer
• Trade
– Community Relations
– Sales
Advertising
 Must reflect strategy/positioning
 Marketing Objectives
– Awareness?
– Trial?
– Retention?
– Frequency
– New Products?
 USP = Unique Selling Proposition
 What is the advertising strategy?
Advertising
Attention
Interest
Decision
Action
Reinforcement
AIDA
+
R
AIDA
 Attention-get patron’s attention with information,
solutions, products or services,
 Interest-build interest with a link to their needs
 Decision-suggest the “how-to” of a search,ILL or
place book on reserve to show the patron the
solution is within grasp and the answer is “Yes, we
can do that…”.
 Action-Call to action with assistance as needed.
Communications
 Simplify the Message
 Select the right Media
 Stimulate the Audience
 Anticipate Interference
 Action outcome driven
 Execute with Rigor
 Test/Evaluate/Refine
188
Outcomes…
 “I didn’t know you had current DVD videos”
 “I think I’ll take out a couple of music CDs…”
 “Your collection of audiobooks is awesome.”
 “I feel every time I visit the library I’ll find something
new and exciting.”
 “I’m not worried about a safe place to park, here.”
 “I used to think the Library was just for kids…there is
some great stuff here…”
The Message





Demonstrates Need-KISS
Provides core benefit
Addresses prevailing attitudes
Cost in perspective
Strategy–
–
–
–
–
–
–
Legacy
Community pride
Education link
Community Q of L indicator
Property values
Endorsements
Other….
Advertising Strategy (How to…)
 The Advertising Strategy is to reflect the position
of Wellville Library as a community idea/
information center.
To that end we will…..
 Emphasize the Experience not products/features
 Emphasize “Family” including all generations
 Show people interacting w/books and each other
 Tone is warm, engaging, communal but not “party”
 Media will selected based on transmission of
positioning
Media Selection
Medium
Advantage
Disadvantage
Newspaper
Flexible/Timely
Local/Credible
Visual/sound
Dominant
Targeted/Wide
Reach
Selected audience
Flexible
Timely
Expensive
Short lived
Clutter
Can be $$
Reach
Segmented
Affordable
No visual
Weak attention
Short exposure
TV
Direct Mail
Radio
Can be $$
“junk mail”
Media Selection
Outdoor
Magazine
Internet
Flexible
Mass audience
Repeat exposure Short message
Can be $$
Segmented
Inflexible
audience
Long lead time
Credible
Can be $$
Good visuals
Targeted
Can be $$
Personalized
“junk mail”
Flexible
Library Millage Media Plan-SampleVote-Sept.1
Jan Feb Mar
Apr
May
June Jul
Aug
TV
50
GRPW
50
GRPW
100
GRPW
Cable
50
GRPW
50
GRPW
150
GRPW
Radio
35
GRPW
35
GRPW
35
GRPW
ROP
1/4x4Su 1/4x4Su
1/4x4Su
1/2x4
Su
DM
2-User
2-Vo
2-User
2-Vo
2-User
2-Vo
Billboard
Listserv
Present
2-User
2-Vo
75Show
wk
wk
wk
wk
wk
wk
wk
wk
A
B
C
D
A
B
C
D
Library Millage/Bond PR Plan-SampleVote-Sept.1
Jan Feb Mar Apr May June Jul Aug
PR Release
Wkly
Wkly
wkly
Radio
Interview
Select
Station
Select
Station
Select
Station
Fund Raisers
Monthly
Monthly
Proj.
Update
Weekly
Proj.
Update
Class
Monthl
y Proj.
Update
Public
Channel
Access
Monthly
Proj.
Update
County Fair
Booth
Author
Hosting
Month
Month
Month
Month
Month
Month
Month
wk
Literacy
wk
wk
wk
wk
wk
wk
wk
Genealogy
Clas
s
Class
Class
Class
Class
Class
Class Class
Media Expertise
 Build a relationship with all media
 Learn jargon/costs/pricing/
 Understand metrics for evaluation
 Independent media view needed
 Layers work better than single medium
 You must hit the threshold
PR Plan-Collaboration
 Strategic Partners (Don’t leave your
Library without them.)
– Who wants me to succeed?
– Reality check for resources
 Use the apostle principle….
Get a minimum of 12
 Every institution is a potential
collaborator. Any one you leave out will
be neutral at best…..
School District
Library Collaborators
City Commission/County Commission/Legislators
Influential Business/Industry Leaders
Civic Orgs (Chamber of Commerce, Rotary, Lions, etc.)
Influential Citizens
Heavy Users-Mothers w/young children
Supportive Influential Seniors
Literacy Groups
ESL Advocates
State Job Marketers
Genealogy Enthusiasts
Local History Supporters
The 5th “P”….People
 Board
 Staff
 Friends
 Community Leaders/Influencers…
Will form the core of the Campaign Cabinet
Goal #1 is to have the core on board and motivated!
Start with the People
 Core committee
 Liaisons to other interested groups
 Regular meetings (every two weeks)
 Formal minutes, tasks,accountability
 Drive the train with calendar/Gantt chart
 War Room if possible…
 Listserv need to know groups
Millage Campaign Org Chart
Board
Library Director
Core Committee
Marketing/PR Committee
Board
Fundraising Committee
Comm Ldr
Staff Vol.
Events Committee
Friend
Staff Liaison
1.
The Library Millage
Marketing Plan
Product
1. Library Performance/Benefit/Events
2. Price
1. Library Value of the Service/Customer Satisfaction
3. Place
1. Facility/Location/Parking/Branches
4. Promotion
1. Concept/USP
2. Positioning
3. Media/Communications/Event/PR
Time: A Critical Resource
1. Build a timeline
2. Use the Reverse Planning Procedure
3. Account for all actions
4. Personal Responsibility for every action
5. Bi-weekly meetings with progress
report each session
6. Post the Timeline!
7. Stay on task!
War
Room
Reverse Action Planning
1) Start with the end in mind..
5-30
V-Day-Voting Day
2) Consider the next to last item to be completed
Last instructions and Mobilize “get out the vote” teams
3) Continue to the next item in reverse order
Final presentations/media interviews/letters to the editor
Mail final reminder postcard for voting day
5/21-5/28
5-21
5/18-5/21
Media campaign blitz
5/1-5/18
Mail “Yes” brochure to target voting groups
4/13-5/15
Final presentations to Rotary/Lions/Elks/VFW 4/1-4/30
Presentation and media production for final 60 3/1-4/1
4) Review plan for “fit”. Adjust as needed. Implement.
Timing
• Reverse Planning Procedure
•
Begin with the end in mind
Final TV Interview
Vote
TV campaign 7/1-8/4
Aug-06
Aug-07
Friends call all
cardholders 8-5/6
The Product Plan!
1. Demonstrate Library Performance
2. Demonstrate Need
3. Demonstrate Solution
4. Benefit to Community
5. History of Millages in the Community
6. Groundwork for Support
7. Build a timeline/Reverse Planning
Procedure
The Facility Plan
1. Architectural/Equipment/Technology
Solutions
2. Functional Benefits of Solutions
3. Concept Drawings
4. Timeline for Construction
5. Facility Cost
6. Staffing Cost
The Fundraising Plan
1. The Fund(s) Available….Campaign Budget
1. General Fund (informational purposes)
2. War Chest (Advocacy purposes)
2. Establish a Committee
3. Bank Account/Treasurer
4. Campaign Cabinet
5. Materials (See Communications Plan)
6. Event(s)
7. Corporate Fundraising/Sponsorships
Millage Campaign Budget
$$ Lessons Learned
1. Start fundraising yesterday!
2. Make fundraising a permanent effort
3. War chest established to provide entire budget necessary
to inform and persuade of issue value without violating
laws regarding use of Library funds.
4. Involve senior community leaders/influencers and those
without a vested interest.
5. Don’t be afraid to ask for big money.
Budget
 Varies by size of community/media
environment
 Rule of thumb-.25%-1% of Issue value
– (I.e. $5 Million bond = $12.5-$50k)
 Passing a millage becomes more expensive
with each attempt…
Communications/PR/Media
1. Master Calendar (Gantt Chart)
2. Story
3. FAQ List
4. Use of Existing Media (I.e. Newsletter
5. Special Events Plan
1. Enhanced Traditional Events
2. Special Events (I.e. One Book/One
Community
3. Fundraising Events
6. Website
Communications/PR/Media
7. Tours
1. The Behind the Scenes Tour
8. Presentations
9. Strategic Partners
10.Media Plan
11.PR Plan
1. Activities
2. Events
3. PR coverage
2006 marks the 80th year of service and leadership of the Orion Township Public Library. The Library has evolved to meet
resident information and entertainment needs as Lake Orion and Orion Township have grown. The Library staff, management
and board keep pace with Lake Orion and Orion Township by preparing for growth, shaping the size and character of the facility
and increasing service. The Library is preparing to evolve again.
The Orion Township Public Library was born out of the Lake Orion Women’s Club, lived in a house on Lapeer Street and grew
until the floor boards sagged. Then, (the first formal Library) met the community’s needs for the next 23 years, but again, the
community outgrew the facility.
In 1987 the Orion community passed a bond to create the next generation Orion Township Library. The Orion Library “team”
worked diligently to insure the Library was providing a forward looking set of services, collections and programs. The Library
met the challenge with a dramatically expanded collection of books and magazines, movies, music CDs, books on tape/CD and a
growing supply of computers and software along with high speed Internet access. After almost 20 years, it is time for another
“forward look” at the Library and its needs. The Library is out of room as new technologies and the terrific rise in circulation and
size of the collection require more space. The Orion Township Library’s ability to serve the community is becoming
compromised as it rapidly outgrows the current structure and infrastructure.
In 1989 the Library provided for the needs of a community of 23,800. The Library was designed to serve a population of 30,000
and house a collection of 100,000 volumes with capacity for a 200,000 items per year circulation. The Children’s Area was
spacious and inviting. Adult Services offered quiet study areas, comfortable seating and the latest titles. State-of -the art
computers and other new technology were on hand. Meeting rooms were available for community group gatherings.
In 2006 the Library is now outgrown, experiencing over 20,000 visits per month. The population of Orion Township has
ballooned to 34,600 (45%+) and will grow to 45,000 within 15 years. The collection in the Library exceeds 167,791, more than
50% over designed capacity and 412,666 items circulated in 2005, more than double planned circulation. The Children’s
Department cannot provide enough programs for the demand due to space constraints alone. There is no quiet corner left in the
building. Over 35% of patron seating has given way to shelving and computers. Over 80% of the Community groups requesting
a meeting room are turned down due to lack of availability. The building infrastructure is worn and maintenance is overburdened
with finding replacement parts for obsolete equipment. It is time for the next generation Orion Township Public Library.
With the continued dedication of the community the new Orion Township Public Library will serve the community well into the
mid-2000s. Much needed space for patrons and the shelving of a growing collection will be provided. New efficient
infrastructure will save energy dollars. New technologies will offer electronic collections, more computers, downloadable books
and MP3 audios…with space necessary to manage and store these technologies .
Great Libraries build Great Communities and….Great Communities Build Great Libraries.
Orion Township Public Library
Summarized Talking Points
November 15, 2006
80th year of service and leadership of the Orion Township Public Library.
The Orion Township Public Library has continuously evolved to meet the needs of a growing
community, recreating itself, on average, every 20 years. The Library is at the end of the current
20 year cycle. Population of Orion Township has grown 45% since the Library last expanded
The Library is beyond capacity, experiencing over 20,000 visits per month , circulates more than
double the planned number of materials and the collection is 50% over designed capacity.
The community endorses the Library. A 2006 poll conducted by Orion Parks and Recreation
verifies the Library is the most used recreational facility in Orion Township..by a wide margin.
The Library requests only what is needed to carry forward another 20 years. The facility plan
has included professional space assessments, community research, staff interviews and much
board deliberation.
Great Libraries build Great Communities and….Great Communities Build Great Libraries.
Now is the time for the next Orion Township Public Library.
Put more simply:
The Library has done a great job for the community.
The Library has continuously and responsibly evolved to meet the growing needs of the
Community at each phase in its growth...but is now out of room.
We have done our homework, we know what we need to responsibly meet the needs of the
community.
The time is now...our research tells us the best chance for success is May 2007.
PR Plan-FAQ List-Library Millage
 Why does the Library need an additional
millage?
 How much will it cost me personally?
 What will we get for this spending?
 I don’t use the Library…why should I
support this?
 Aren’t people using Libraries less now with
computers and Internet?
PR Plan-Events
 Library anniversary
 Tax form day
 One Book, One Community
 Summer Reading Programs
 Icebreaker Ball
 Homework helper
 County fair
 Christmas Parade
 Book sale
PR Plan-Activities
 Tours
 Letters to the Editor
 Hotline for FAQ/Answers
 Transportation to the voting location
 Pep Rally
 Phone bank
 Poll watchers
Promotion and You/Staff
 Articulating the position of the Library
– Understand the mission, core values and
positioning and how it impacts the way you do
your job.
– What does your understanding of those
elements mean in terms of the way you treat
customers?
Promotion and You/Staff
 Walk the Talk
– Eager to talk about products, place,
price
and promotion
– Anticipate patron needs and proactively suggest
solutions
– Act like this is the best job in the
world.
Promotion and YOU/Staff
 Business Cards
 Signage
– Name tags w/logo and slogan
– Invitation to help
– What I’m reading
 Printed promotional sheets
– New collections
– Guidance for use/search
– How to for computer/Internet
• Everything has the Library logo
You/Staff and Your Library
 Internal Marketing
– If you’re not serving the customer you better be serving
someone who is…..
– Know your internal customer
– Support the team
– Build each other up/Help each other out
– Make each other (and the Library) look good
– Present your best
– Tell your story to each other
Promotions r US
 You are the biggest influencer on the views
of the patrons as they relate to the Library.
 Good service applied with diligence and
personal attention is a more powerful
marketing tool than any TV commercial
ever made.
You and the Library
 Treat the Library as if it were your Library
 Know your Library’s story (In one page)
– History
– Mission
– Vision
– Core Values
– Key Strategies
– Long Term Goals
 Know your Library’s product/service array
You and the Library
 Know why your Library is better
 Know what is unique about your Library
 Be able to tell your Library’s story
– Performance
– Need
– Solution
 Understand the culture of your Library and
maximize its strengths
 Present a plan to reduce the impact of
Library weaknesses
Telling Your Story
 Internally
 One-on-One to Patrons
 Presentations to Patron Groups or classes
 Presentations to Community Groups
 At home and at cocktail parties
 Conferences and seminars
Have your elevator speech ready!
Remember…inform only in the Library
and on Library time
Marketing works to satisfy customers
What is your mission? Core values?
What information are you collecting to validate the
legitimacy of your mission in the market?
What is your product/services array?
What is your place among the generic strategies?
What is your positioning?
What is your story….
Performance
Need
Solution
What is your advertising/promotion strategy
What is your media selection?
Execute/Execute/Execute
 Organize- People, responsibilities, volunteers,
strategy, D-Day Plan, War Room
 Plan- 1-2 years in advance
– Research
– Deliverables
– Fundraising Team/Campaign Cabinet
 Attention to Detail (Program/Process/People)
 Tie-ins with other initiatives
– Link w/local news
 Outcome Milestones
– Check progress
– Coordinate with Evaluation
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Time of Year
No Magic Bullet…but…
Recent history tells us…
August….100% (12) Libraries were
successful
June……..100% (2) were successful
November..53% (15) were successful
Poll Watching/Poll Challenging
 Proactive tools allowing intervention and
followup calls on Election Day
 Can impact “likely” voters who get caught
up in other activities or “forget”.
 Can shift the balance of a typical low
turnout election.
 Is legal
Q&A-Discussion
Marketing/Your Millage Issue